Safety culture has emerged as a critical determinant of organizational performance, particularly in high-risk industries such as steel manufacturing. In India, large industrial organizations increasingly rely on contract labor to maintain operational flexibility, cost efficiency, and scalability. However, contract workers often face disproportionate safety risks due to limited training, weaker organizational attachment, and reduced leadership interaction. This research article examines the role of leadership engagement in developing and sustaining a strong safety culture among the contract workforce at Tata Steel. Using a conceptual- empirical framework grounded in safety culture theory, transformational leadership, and behavioral safety models, the study explores how leadership visibility, communication, participation, and accountability mechanisms influence safety attitudes and behaviors among contract employees. The paper integrates insights from prior literature, industry practices, and Tata Steel's safety philosophy to propose a leadership-driven safety culture model. The findings suggest that proactive leadership engagement significantly enhances safety awareness, trust, compliance, and ownership among contract workers. The study concludes with managerial implications and recommendations for strengthening inclusive safety leadership practices in large industrial organizations.
Rauf et al. (Thu,) studied this question.
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