Application of complexity science principles to safety leadership for improving safety participation

Purpose Although research on the relationship between leadership and safety has progressed substantially, the effectiveness of leadership behaviors that are firmly rooted in bureaucracy on safety has been limited, especially in safety-critical organizations. Therefore, complexity science principles (CSPs) have been proposed to address the limitation of conventional leadership behaviors in improving safety participation at the workplace. This paper aims to examine the interactions of safety leadership and CSPs on the level of safety participation in oil and gas companies. Design/methodology/approach A total of 173 questionnaire responses were gathered and analyzed using the structural equation modeling method. Findings The results of this study showed that there are statistically significant and positive correlations between each dimension of safety leadership (i.e. empowering and engaging, modeling and reinforcing and promoting and enabling) and safety participation; and positive effects of safety leadership dimensions on safety participation are partially mediated by various CSPs. The results support that more effective safety leadership behaviors via one or more CSPs entail higher levels of safety participation. Originality/value The findings of this study enrich our understanding of the mechanisms by which leadership behaviors enhance employees’ participation in safety behaviors at the workplace. It offers a new perspective for company leaders, site managers and supervisors to develop their appropriate leadership skills and practices for promoting safety behaviors in the oil and gas industry.