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Assessment of Leadership Styles and Safety Culture in Selected Oil and Gas Services Companies in Rivers State, Nigeria
Subject area: Arts, Social Sciences and Humanities · Area of research: Leadership Styles and Safety Culture
DOI: https://doi.org/10.64388/IREV10I1-1720116
Abstract
This study examined the relationship between leadership styles and safety culture in selected small and medium-scale oil and gas service companies in Rivers State, Nigeria. The study specifically assessed the predominant leadership styles practiced by leaders, the existing level of safety culture among employees, the relationship between transformational, transactional, and laissez-faire leadership styles and safety culture, and the extent to which these leadership styles predict safety culture. A descriptive research design was adopted, relying on primary data collected from 466 employees across twenty selected companies through a structured questionnaire adapted from the Multifactor Leadership Questionnaire (MLQ-4X) developed by Bass and Avolio and the Safety Climate Scale (SCS) developed by Neal and Griffin. Data were analysed using descriptive statistics, Pearson correlation, and multiple regression analysis in SPSS. The findings revealed that transactional leadership (Mean = 2.86) was the most dominant style, followed by transformational leadership (Mean = 2.50), while laissez-faire leadership (Mean = 1.62) was least practiced. The mean safety culture score (1.99) indicated a moderately developed safety orientation among employees. Correlation analysis showed a significant positive relationship between transformational leadership and safety culture (r = 0.547, p < 0.01), a positive but weaker relationship for transactional leadership (r = 0.217, p < 0.01), and a significant negative relationship for laissez-faire leadership (r = –0.264, p < 0.01). The multiple regression model (R² = 0.323, F(3,462) = 73.571, p < 0.001) demonstrated that the three leadership styles jointly predicted 32.3% of the variance in safety culture, with transformational leadership emerging as the strongest positive predictor (β = 0.577, p < 0.001). This study establishes leadership as pivotal to safety culture in Nigerian oil and gas SMEs. Transformational leadership enhances engagement; laissez-faire undermines compliance. Findings advocate leadership development, safety incentives, and active involvement. The research contributes by validating a predictive model in an under-researched, high-risk developing economy context.
Keywords
Leadership Style, Safety Culture, Oil And Gas, Servicing Companies, Occupational Safety, Rivers State.
How to cite this paper
@article{1720116,
author = {Obi, Glory Ada, J. N. Ugbebor, R. E. Obele},
title = {Assessment of Leadership Styles and Safety Culture in Selected Oil and Gas Services Companies in Rivers State, Nigeria},
journal = {Iconic Research And Engineering Journals},
year = {2026},
volume = {10},
number = {1},
pages = {3200-3218},
issn = {2456-8880},
url = {https://www.irejournals.com/formatedpaper/1720116.pdf},
abstract = {This study examined the relationship between leadership styles and safety culture in selected small and medium-scale oil and gas service companies in Rivers State, Nigeria. The study specifically assessed the predominant leadership styles practiced by leaders, the existing level of safety culture among employees, the relationship between transformational, transactional, and laissez-faire leadership styles and safety culture, and the extent to which these leadership styles predict safety culture. A descriptive research design was adopted, relying on primary data collected from 466 employees across twenty selected companies through a structured questionnaire adapted from the Multifactor Leadership Questionnaire (MLQ-4X) developed by Bass and Avolio and the Safety Climate Scale (SCS) developed by Neal and Griffin. Data were analysed using descriptive statistics, Pearson correlation, and multiple regression analysis in SPSS. The findings revealed that transactional leadership (Mean = 2.86) was the most dominant style, followed by transformational leadership (Mean = 2.50), while laissez-faire leadership (Mean = 1.62) was least practiced. The mean safety culture score (1.99) indicated a moderately developed safety orientation among employees. Correlation analysis showed a significant positive relationship between transformational leadership and safety culture (r = 0.547, p < 0.01), a positive but weaker relationship for transactional leadership (r = 0.217, p < 0.01), and a significant negative relationship for laissez-faire leadership (r = –0.264, p < 0.01). The multiple regression model (R² = 0.323, F(3,462) = 73.571, p < 0.001) demonstrated that the three leadership styles jointly predicted 32.3% of the variance in safety culture, with transformational leadership emerging as the strongest positive predictor (β = 0.577, p < 0.001). This study establishes leadership as pivotal to safety culture in Nigerian oil and gas SMEs. Transformational leadership enhances engagement; laissez-faire undermines compliance. Findings advocate leadership development, safety incentives, and active involvement. The research contributes by validating a predictive model in an under-researched, high-risk developing economy context.},
keywords = {Leadership Style, Safety Culture, Oil And Gas, Servicing Companies, Occupational Safety, Rivers State.},
month = {July},
doi = {https://doi.org/10.64388/IREV10I1-1720116}
}