Leadership Style as a Predictor of Employee Safety Performance in the
Oil and Gas Industry
Abstract
The specific problem of this research was it was unknown if/to what
extent safety-specific leadership style predicted employee safety
performance in the oil and gas industry. The purpose of this research
was to examine if/to what extent the safety-specific transformational
leadership style of managers predicted employee safety performance in
the oil and gas industry in southeast Saskatchewan, Canada. This
research’s methodology was quantitative, and the research design was
simple linear regression. The researcher employed a convenience
sampling method and invited 41 business organizations that provided
products and services to the oil and gas industry and the business
organizations which actively explored, extracted, produced, refined,
and transported the oil and gas energy in southeast Saskatchewan,
Canada. This research used 89 valid anonymous responses from 32 business
organizations in the data analysis. The statistical test of the simple
linear regression showed that managersâ\euro™ safety-specific
transformational leadership styles in the oil and gas industry in
southeast Saskatchewan, Canada, could significantly predict employees’
safety performance. This research has broad implications since 32
business organizations offered multiple products and services to the
local oil and gas industry, including construction, transportation,
welding, equipment maintenance, and services. Also, this research has
broad generalizability, significant Cronbach’s alpha values for
measuring instruments, a medium to large effect size, and higher
confidence in the findings. This research encourages the oilfield
industry to promote and grow more safety-specific transformational
leaders for higher employee safety performance excellence.