Abstract
In the high-risk construction industry, leadership behaviour is critical in shaping safety culture and managing workplace risks. This study examines how responsible leadership, characterised by ethical decision-making, accountability, and proactive engagement, influences safety culture and psychosocial risks in small and micro construction firms in the UK. Using semi-structured interviews, non-participant observations, and focus group discussions, the research employs thematic analysis to identify key leadership practices that impact workplace safety.
Findings reveal that responsible leaders, typically owners and experienced workers, shape safety culture by setting behavioural norms, reinforcing hazard awareness, and fostering open communication. However, leadership failures contribute to stress, unsafe practices, and reluctance to report risks.
This study enhances the understanding of leadership’s role in workplace safety and its impact on risk management in small construction firms. It contributes to leadership and safety research by providing qualitative insights into how leadership behaviours influence worker safety and psychosocial risks.