Abstract
This research paper delves into the intricate dynamics of leadership behaviour and its impact on the health and safety of workers within the UK's construction sector, focusing specifically on small and micro construction firms. Employing semi-structured interviews, non-participant observations, and focus group discussions, the study gathers and analyses data through thematic analysis in QSR NVivo, revealing key and emergent themes that highlight the nuanced interplay between leadership behaviours and safety culture. This approach enabled the identification of key themes from the literature, as well as emergent themes reflecting the nuanced interactions between leadership behaviours and safety culture. The findings reveal that leadership behaviour, particularly from owners and experienced workers, plays a pivotal role in shaping the safety culture of small construction firms. Initiatives by these individuals to create safer work environments prompt similar actions among workers, highlighting a reciprocal influence on safety practices. Additionally, the research uncovers the adoption of 'informal' safety practices, such as risk assessments and hazard management, which further contribute to improving on-site safety. This paper sheds light on how leadership behaviours within micro and small construction firms can significantly influence the work environment and proposes recommendations to enhance leadership practices and establish a robust safety culture in a high-risk industry. It also contributes to the discourse on health and safety in the construction industry, highlighting the pivotal role of leadership in small and micro firms by delineating the effects of leadership behaviours and providing a comprehensive framework for understanding how these dynamics influence safety cultures.