Abstract
Orientation: Effective leadership, capable of encouraging worker participation in organisational activities, is crucial for strengthening occupational health and safety management systems (OSHMS).
Research purpose: Analyse how worker leadership styles influence their participation in the OSHMS of a public university, identifying the leadership styles that foster greater involvement.
Motivation for the study: Previous research has focused on the relationship between senior management leadership styles, performance and work motivation. However, no studies have been identified that examine how the leadership styles of operational or mid-level workers influence their participation in OSHMS.
Research approach/design and method: Leadership styles and worker participation dimensions were measured via self-administered questionnaires, and their relationships analysed using Kendall’s Tau-b correlation.
Main findings: The task-centred leadership style was found to be associated with the co-decision and consultation dimensions, while the relationship-centred leadership style was linked to the co-decision dimension. In contrast, the authoritarian and democratic styles had no statistically significant impact on worker participation. Based on this, Leaders should adopt these styles to foster active participation in all OSHMS elements, enhancing workplace safety and improving operational performance.
Practical/managerial implications: Identifying leadership styles that enhance participation enables the development of strategies to strengthen OSHMS. However, further research is needed to explore the impact of leadership on other aspects of OSHMS, such as risk perception and adherence to occupational safety and health regulations.
Contribution/value-add: Leadership styles influence worker participation in the OSHMS of a public university, highlighting the positive impact of task-centred and relationship-centred leadership.
Keywords: Kendall’s Tau-b; occupational health and safety; task-centred leadership style; relationship-centred leadership style; co-decision dimension; consultation dimension.
Introduction
Orientation
Occupational safety and health (OSH) are a global challenge that affects millions of people and is a fundamental pillar in the promotion of safe, healthy and sustainable work environments (Gomero-Cuadra & Francia-Romero, 2018). The International Labour Organization (2019) indicates that approximately 2.78 million work-related deaths are recorded each year, while hundreds of millions of workers suffer occupational diseases or non-fatal work incidents. This situation not only affects the health and well-being of workers but also significantly impacts organisational productivity and generates substantial economic costs (Aguilar Ortega et al., 2018). In Peru, the Ministry of Labour and Employment Promotion (2024), for the year 2023, reported 36 054 notifications of non-fatal accidents, reflecting the urgent need to strengthen OSH management systems (OSHMS) in all productive sectors, including the education sector. This panorama poses significant challenges, particularly in public institutions where resources and effective management may be limited.
One of the challenges that needs to be addressed is creating collaborative work environments that significantly contribute to the health and well-being of workers. To achieve this, it is essential to incorporate effective leadership that can foster the active involvement of workers and facilitate decision-making aimed at managing OSH risks. This approach promotes more relevant and sustainable solutions, aligned with the needs of the work environment (Santos-Sabino, 2019).
Leadership is one of the key determinants associated with the success or failure of any organisation (Al Khajeh, 2018). It is defined as the ability to influence others to achieve common goals (Vallecillo et al., 2020). Leadership is a significant situational variable in employees’ work environments, exerting a considerable impact on their attitudes and behaviours when performing tasks and enhancing their performance (Zhao & Sheng, 2019). Furthermore, a leader’s role includes unifying the organisation and shaping as well as guiding workers’ attitudes and behaviours (Hardiani & Tafsir, 2021). It should be noticed that safety leadership stems from general leadership theory, which involves dynamic interactions between leaders and workers to achieve OSH objectives (Senthamizh & Anandh, 2024; Zhao et al., 2022). In other words, the responsibility for safety leadership is typically assumed by an organisation’s top management.
Leadership style refers to the way in which a leader directs and motivates individuals to achieve organisational objectives (Al Khajeh, 2018). It encompasses a combination of traits, characteristics and behaviours used by leaders to interact with their teams. Leaders may adopt different styles, such as democratic, authoritarian, task-centred and relationship-centred (Al Khajeh, 2018; Aslan et al., 2025; Chiavenato, 2009).
The democratic style (also known as the participatory style) is associated with leaders who involve others in decentralised decision-making through a fair and impartial process, aiming to delegate responsibilities and encourage team engagement. This approach fosters synergy among team members and helps to maintain a positive atmosphere (Hilton et al., 2021; Vallecillo et al., 2020). In this style, the leader consults others and raises relevant issues, considering their opinions and advice throughout the decision-making process (Ruiz, 2017).
In contrast, the authoritarian style (also referred to as the autocratic style) is characterised by leaders making decisions independently, without seeking input or providing explanations for their actions and decisions (Ruiz, 2017). This style is regarded as restrictive, with leaders retaining primary authority and decision-making power. Consequently, it has been widely criticised for its controlling and limiting nature, which tends to suppress creativity, initiative and innovation (Sacavém, 2019).
On the other hand, task-centred leadership promotes collaborative action aimed at addressing tasks in a thorough and structured manner (Vallecillo et al., 2020). Task-centred leaders focus on organisational structure and operational procedures to maintain control. Although they are concerned with employee motivation, it is not their principal focus (Li et al., 2021).
Finally, the relationship-centred leadership style is distinguished by a strong emphasis on support and team cohesion. Leaders who adopt this style actively encourage participation and acknowledge their colleagues’ contributions at work (Vallecillo et al., 2020). They focus their behaviour on addressing the needs of team members, fostering and sustaining constructive relationships to enhance motivation. Although they remain oriented towards achieving results, they do so through interpersonal and supportive means (Li et al., 2021).
In the field of OSH, the democratic leadership style emphasises the inclusion and empowerment of workers, thereby facilitating their commitment to OSHMS activities. In contrast, the authoritarian leadership style may inhibit initiative and limit the effectiveness of the management system (Santos-Sabino, 2019). Other leadership styles, such as transformational and transactional leadership, are positively associated with the perceived safety climate (Clarke, 2013). In addition, transformational leadership style has been shown to influence safety performance, as measured by self-reported safety compliance and safety participation (Inness-McLennan et al., 2010). Some leadership styles, by comparison, may have neutral or even negative effects, underscoring the importance of adopting leadership approaches that prioritise safety-related values and behaviours (Zhao et al., 2022).
The International Labour Organization (n.d.) promotes the establishment of safe and healthy working environments as a fundamental principle and right at work. Achieving this requires not only the crucial role of leadership but also the active participation of workers in the components of the OSHMS. This participation is defined as a two-way process that encourages shared decision-making and collective responsibility. While employers must manage OSH risks, the active participation of workers is crucial. Their experience and practical knowledge enrich preventive solutions. In addition, consultation and collaboration between leaders and workers significantly reduce risks and accident rates (European Agency for Safety and Health at Work, 2012).
Studies on the relationship between leadership and worker participation in OSHMS recognise that effective leadership influences the adoption of safe practices and worker commitment (George et al., 2017). However, other studies have addressed the relationship between leadership styles (focusing on senior management) and variables such as work stress, creativity in the workplace, organisational performance and work motivation (Aslan et al., 2025; Hardiani & Tafsir, 2021; Hilton et al., 2021).
One such study is that of Aslan et al. (2025), which focused on analysing the influence of leadership styles on workplace stress. Their findings indicate that charismatic and democratic leadership styles are associated with reduced stress levels, although the effect of democratic leadership is indirect. In contrast, autocratic leadership was found to increase stress. Laissez-faire leadership, meanwhile, does not have a statistically significant impact on stress levels. Based on these results, leaders should consider adopting leadership styles that alleviate stress, thereby contributing to improved worker well-being.
For their part, Hardiani and Tafsir (2021) found that transformational leadership is the style most strongly correlated with a creative workplace climate. This finding underscores the importance of transformational leaders in fostering a climate of creativity that supports organisational success in the face of competition.
The study by Hilton et al. (2021) presents a distinguishing feature compared to the previously mentioned studies. While also investigating the relationship between democratic leadership and organisational performance, Hilton et al. found a significant positive association between democratic leadership and organisational performance. Furthermore, they identified that the reward variable has a moderating effect that significantly enhances this relationship. Consequently, the combination of democratic leadership and rewards is likely to result in improved organisational performance.
Furthermore, the literature review has not identified research that analyses how leadership styles of workers at the operational or intermediate level influence their participation in OSHMS.
In this context, it is important to explore how workers’ leadership styles can impact their participation in OSHMS, especially in public universities in Lima. The organisational dynamics of these institutions present characteristics because of the complexity of activities, combined with the diversity of roles and responsibilities of teaching and non-teaching staff. This gap in knowledge about workers’ leadership styles and their participation in OSH matters represents an opportunity to contribute to the existing literature and offer practical recommendations to improve OSH management in institutions.
Research purpose and objectives
The purpose of this article is to determine the influence of worker leadership styles on their participation in the OSHMS of a public university in the city of Lima.
The objectives were:
- Determine the influence of leadership styles on the dimensions of worker participation in the OSHMS: exchange of information, co-decision and consultation.
- Identify the leadership styles that most promote active participation to propose strategies to optimise the OSHMS in higher education institutions.
Literature review
Safety leadership
Leadership is a key component in both organisational and social development, as it significantly influences innovation, creativity and worker engagement (De La Cruz, 2023). An effective leader can inspire, motivate and empower their team, fostering a sense of purpose and cultivating a positive work culture. Conversely, in the absence of effective leadership, employees may become disinterested, disengaged and disconnected from organisational values and goals. This can lead to decreased productivity and increased employee turnover (López et al., 2022).
In the field of OSH, safety leadership refers to the practices employed by leaders to guide individuals or teams in completing assigned tasks with heightened safety precautions (Fernández-Muñiz et al., 2017). It can also be defined as a process of influence through which the safety leader seeks to create a safe and healthy working environment. Furthermore, the safety leader supports or requires workers to self-regulate their safety behaviours and assists them in gaining management support to achieve OSH objectives (Zhao et al., 2022). Safety leadership, therefore, plays a crucial role in improving safety performance (Slil et al., 2025), while fostering an environment characterised by satisfaction, trust and coordination (Li et al., 2020).
To achieve organisational goals, it is essential for leaders to adopt a leadership style that guides and motivates their teams effectively.
Leadership styles
The literature reveals how leadership styles at the top management level are associated with various quantitative and qualitative variables related to employee participation in organisational activities. For instance, leadership styles in Chinese high-tech companies significantly influenced employees’ psychological capital and work engagement, with transformational and transactional leadership having the most substantial impact (Li et al., 2018). Similarly, in South African companies, primarily transformational leadership was found to be negatively associated with job stress-related presenteeism (George et al., 2017).
In the Peruvian context, leadership styles in electrical and electronic services companies – such as permissive, laissez-faire, democratic and authoritarian – were shown to have a significant positive relationship with job satisfaction, with permissive leadership demonstrating the strongest association (Albino-Cristóbal, 2019). Likewise, in Peruvian medical institutions, leadership styles, including democratic, authoritarian, task-centred and relationship-centred, exhibited a moderate but significant relationship with job performance, with authoritarian leadership being the most prominent (Santos-Sabino, 2019).
It is worth observing that most previous research has focused on senior management leadership styles, leaving the influence of operational and middle management leadership largely unexplored.
Worker participation in occupational health and safety
Few studies have specifically addressed worker participation in OSH; most existing literature examines general worker involvement. However, in recent years, promoting worker participation in OSH has become a central topic in behavioural safety research and safety management practices (Zhao et al., 2022). Organisational culture, management practices and leadership have been identified as the primary factors influencing worker participation and the overall effectiveness of OSHMS (Fachrin & Baharuddin, 2020). Nevertheless, the influence of the safety climate and macroenvironment should not be overlooked when seeking to enhance worker engagement in OSH (Zhao et al., 2022).
Relationship between leadership styles and worker engagement in occupational health and safety
Safety leadership – manifested through various leadership styles – positively influences multiple aspects of OSH, such as worker engagement and the safety climate. Recent research suggests that transformational leadership has the greatest impact on improving OSH outcomes, followed by transactional leadership (Bernabé-Castaño et al., 2022; Senthamizh & Anandh, 2024). Both styles have been found to positively affect worker engagement (Zhao et al., 2022). Transformational leadership, in particular, contributes to the development of a positive safety climate, which enhances worker engagement and also improves psychological well-being and productivity (Moda et al., 2024).
However, it is also important to recognise that some leadership styles – such as passive leadership – have shown no significant impact on worker engagement (Zhao et al., 2022). Leadership should thus focus on motivating and empowering employees to prioritise OSH and promoting shared vision, values and goals (Senthamizh & Anandh, 2024). This is especially relevant in high-risk industries, where safety leadership exerts a greater influence on OSH engagement (Zhao et al., 2022).
The findings from previous research suggest that organisations should redesign OSH training programmes, invest in leadership development initiatives and implement policies aimed at enhancing safety outcomes.
Based on this evidence, further research is warranted on alternative safety leadership styles – such as democratic, authoritarian, task-centred, relationship-centred and other emerging approaches. In addition, considering that prior studies on leadership and OSH have predominantly focused on sectors such as construction, industrial equipment, railways, aeronautics, metallurgy, electric power and tourism (Bernabé-Castaño, 2022), it is pertinent to extend this research to other sectors, such as education.
Therefore, in light of the lack of studies analysing how workers’ leadership styles influence their participation in OSH, the following section presents the methodological approach used for data collection and analysis in pursuit of the study’s objectives.
Worker participation
Furthermore, the literature review reveals few studies that address worker participation (not necessarily associated with OSH). Fachrin and Baharuddin (2020) sought to identify the processes and factors that influence employee participation in a toll project in Indonesia to improve the effectiveness of the OSHMS, finding that the factors that influence employee participation are organisational culture, management and leadership.
In summary, no research has been identified that analyses how the leadership styles of operational or intermediate-level workers relate to their participation in the OSHMS. Based on this gap, the following section outlines the methodological approach to data collection and analysis used to address the study’s objectives.
Research design
Research approach
This study employed a quantitative, non-experimental, explanatory and cross-sectional design. It sought to identify the influence of different leadership styles on worker participation in the OSHMS of a public university in the city of Lima.
The study adopted a quantitative approach, characterised by the collection and analysis of numerical data to explain social phenomena through objective statistical relationships (Hernández et al., 2014). This approach enabled the measurement of the relationship between leadership styles and worker participation in the OSHMS at a public university in Lima.
A non-experimental design was employed, as none of the study variables were manipulated. In this type of design, phenomena are observed as they occur in their natural context, without direct intervention by the researcher (Ato et al., 2013; Casari, 2022; Hernández et al., 2014). In this case, leadership styles and dimensions of worker participation were identified based on perceptions collected through validated questionnaires. Their association was subsequently analysed using Kendall’s Tau-b correlation coefficient.
In addition, an explanatory design was used, the purpose of which is to identify the causes or factors that influence a given phenomenon, establishing causal or dependency relationships between variables (Casari, 2022; Hernández et al., 2014). This level of research aimed to clarify how different leadership styles affect the dimensions of worker participation in the OSHMS.
Finally, a cross-sectional design was adopted, which involves collecting data at a single point in time, allowing for the description and analysis of relationships between variables within a specific temporal context (Casari, 2022; Hernández et al., 2014). This design was appropriate given the study’s objective of understanding the current situation without the need for longitudinal tracking.
Research strategy
For this explanatory study, two variables were defined: an independent variable and a dependent variable. The independent variable was the leadership style, whose dimensions were authoritarian, democratic, task-centred and relationship-centred leadership (Hellriegel et al., 2021; Ruiz-Speare, 2017; Vallecillo-Artola et al., 2020). The dependent variable was the participation of workers in the OSHMS, whose dimensions were information exchange, co-decision and consultation (Andean Labour Institute, 2007; Boza-Carreño & Méndez-Garrido, 2013; Gonzalez-Bucuru, 2017).
Research method
Research participants and sampling methods
The study population comprised 148 workers from the Faculty of Industrial Engineering of a public university in the city of Lima. This population was divided into 90 workers classified as teaching staff and 58 workers classified as non-teaching staff. Given the size of the worker population, a sample of 59 individuals was selected, using a 95% confidence level and a 10% margin of error (Villavicencio-Caparó et al., 2017). In addition, stratified probability sampling was employed to ensure the representativeness of both worker groups, taking into account relevant characteristics such as their roles within the institution (Lohr, 2021).
The inclusion criteria were as follows: workers with an employment relationship regardless of the type of contract, and willingness to participate voluntarily in the research. The following were excluded: workers on leave during the data collection period and those who performed functions under a service contract.
Data collection methods
To measure leadership styles, the questionnaire developed by Santos-Sabino (2019) was used, which evaluates specific characteristics of each style. To measure participation in OSH, a questionnaire was designed and validated for the study population (Alegre-Quintana et al., 2024).
Both self-administered questionnaires were developed with Microsoft Forms and distributed through institutional emails and WhatsApp groups, with a 3-week period for voluntary completion.
The questionnaires contained an initial informed consent question, which provided information about the research and requested voluntary and informed consent to participate. Both questionnaires did not collect any personal data from the participants; that is, the resulting database only contains the research variables.
Data analysis
A descriptive analysis of the sociodemographic characteristics of the workers and the study variables and their dimensions was performed, using frequencies and percentages; in addition, to evaluate the reliability of the records of the self-administered questionnaires, Cronbach’s alpha (Frías-Navarro, 2022) was used. After that, the statistical analysis was performed using Kendall’s Tau-b correlation coefficient, which was suitable for variables that are ordinal and independent and when the data do not meet the assumptions of normality or have frequent ties (Hollander et al., 2015).
To establish the influence of workers’ leadership styles on their participation in the OSHMS, each of the four types of leadership style was evaluated with the three dimensions of participation, obtaining 12 associations.
The following hypotheses were established to analyse the relationship of each association:
H0: There is no relationship.
H1: There is a relationship.
In addition, decision criteria were established to ensure a robust interpretation aligned with the research objective:
- If a Kendall’s Tau-b correlation coefficient greater than 0.3 is obtained – indicating a moderate association (Dornian et al., 2020) – and a p-value less than 0.05 is observed – indicating statistical significance – then there is sufficient evidence to suggest an association between the variables, and the null hypothesis (H0) is rejected (Walpole et al., 2012).
- If a leadership style is related to at least one dimension of worker participation, then it influences the dependent variable worker participation.
- If at least one leadership style influences worker participation, then there is an influence of the independent variable on the dependent variable.
The data collected were processed in the statistical software IBM SPSS Statistics version 26.
Ethical considerations
Ethical clearance to conduct this study was obtained from the Universidad Nacional Mavor de San Marcos (R. R. N° 011794-R-22) Given that the questionnaires used to collect the data did not pose any risk to the physical or mental health of the workers, it was determined that the study did not require evaluation by the institutional ethics committee.
Results
Sociodemographic characteristics of workers
Table 1 presents the sociodemographic characteristics of the 72 workers who voluntarily responded to the self-administered questionnaires. This response rate exceeded the planned sample size of 59 workers, including the sample size stratified by type of staff: 36 teachers and 23 non-teaching staff.
| TABLE 1: Frequency distribution of sociodemographic characteristics of workers. |
The highest response rates were observed among the following sociodemographic groups: individuals aged 46–60 years (40.3%), male staff (56.9%), teaching staff (51.4%) and administrative staff (48.6%).
Descriptive analysis of leadership styles
Based on the frequency distribution of leadership styles (Table 2), it was found that the democratic, task-centred and relationship-centred leadership styles have a high level, unlike the authoritarian leadership style, which has a medium level. In addition, a Cronbach’s alpha of 0.88 was obtained, meaning that the results of the leadership styles questionnaire are reliable, as values above 0.7 are generally considered acceptable (Cronbach, 1951; Zinbarg et al., 2005).
| TABLE 2: Frequency distribution of leadership style levels. |
A detailed analysis of the results from the questionnaire developed by Santos-Sabino (2019) revealed the following:
- Democratic leadership style: This style demonstrated a high prevalence, with 80.6% of respondents exhibiting related behaviours. Specifically, 51% of employees (n = 37) reported that they always ensure work-related decisions are made collectively rather than individually. Furthermore, 66.7% (n = 48) stated that they always involve all team members in work tasks, and 61% (n = 44) indicated that they consistently share institutional responsibilities with the entire team. Additionally, 50% (n = 36) reported that they always evaluate the team’s functions to improve institutional outcomes.
- Task-centred leadership style: This style showed the highest level of prevalence among respondents (93.1%). Within this category, 83% (n = 60) reported always being concerned with improving quality and fulfilling assigned tasks. Moreover, 71% (n = 51) stated that they always ensure detailed planning of tasks. Another 74% (n = 53) indicated that they always ensure correct adherence to provided task guidelines. In addition, 63% (n = 45) believed they always encourage extra effort to complete tasks and 64% (n = 46) consistently ensure proper time management by team members. Furthermore, 69% (n = 50) reported always planning activities in advance and carrying them out meticulously. Lastly, 72% (n = 52) reported that they consistently motivate the team to achieve the institution’s goals, while 75% (n = 54) indicated that they always encourage professional development among team members to support task completion.
- Relationship-centred leadership style: This style also exhibited a high level, with 88.9% of respondents demonstrating such behaviour. Among them, 81% (n = 58) reported always striving to ensure a pleasant work environment for the entire team, and 74% (n = 53) indicated that they always seek to maintain positive relationships with team members. Furthermore, 58% (n = 42) consistently valued having highly satisfied team members and 65% (n = 47) reported always promoting synergy among all members of the team.
- Authoritarian leadership style: In contrast to the previously mentioned styles, the authoritarian leadership style showed a medium prevalence (60%). Notably, 72% of employees (n = 52) stated that they have never prohibited others from making proposals. In addition, 51% (n = 37) reported that they do not exercise rigid or domineering control (‘rule with an iron fist’), and 58% (n = 42) indicated that they are open to changing their opinions when others disagree with them.
Descriptive analysis of worker participation
Based on the frequency distribution of the dimensions of worker participation (Table 3), it was found that the information exchange dimension (50.1%) has a high level and the co-decision dimension (51.4%) has a medium level; however, the level of the consultation dimension (44.4%) is not conclusive because the difference between the medium and high levels is very small (1 worker is equivalent to 1.3%). In addition, a Cronbach’s alpha of 0.95 was obtained, meaning that the results of worker participation questionnaire are reliable, as values above 0.7 are generally considered acceptable (Cronbach, 1951; Zinbarg et al., 2005).
| TABLE 3: Frequency distribution of worker participation levels. |
A detailed review of the results from the questionnaire developed by Alegre-Quintana et al. (2024) revealed the following findings:
- Information exchange dimension: This dimension presented a high level (50.1%), the highest among the three dimensions evaluated. Specifically, 32% of respondents (n = 23) indicated that the institution sometimes provides the necessary resources for OSH training, such as materials, space and equipment. In addition, 39% (n = 28) reported receiving OSH training relevant to their job or work area. A further 33% (n = 24) noticed that the institution sometimes uses instructions, procedures, or similar documents to communicate workplace hazards and risks. Regarding time allocation, 36% (n = 26) indicated that the institution sometimes provides sufficient time for OSH training. Lastly, 42% (n = 30) confirmed having received induction or re-induction in OSH since joining the institution.
- Co-decision dimension: This dimension was rated as medium, with a level of 51.4%. Among respondents, 32% (n = 23) reported contributing to the identification of hazards in their work area. Additionally, 36% (n = 26) contributed to the risk assessment process, and the same proportion indicated that they provide ideas or proposals for OSH improvements. Furthermore, 38% (n = 27) believed that the institution sometimes considers worker proposals related to OSH, while 31% (n = 22) stated that their immediate supervisor encourages them to suggest improvements regarding workplace health and safety.
- Consultation dimension: This dimension could not be clearly classified as high or medium, with a reported level of 43.1% and 44.4%, respectively. Among respondents, 24% (n = 17) stated that the institution requests input before making changes to equipment, tools, or materials in the workplace. Likewise, 29% (n = 21) reported being consulted before modifications are made to instructions, procedures, or similar OSH-related documents. A total of 24% (n = 17) indicated that the institution seeks input prior to changes in work schedules or methods and 26% (n = 19) said that consultation sometimes occurs before changes to personal protective equipment (PPE) are implemented. Finally, 33% (n = 24) believed that the institution attempts to motivate staff to propose improvements in OSH.
Statistical analysis using Kendall’s Tau-b
For each of the 12 associations between leadership styles and dimensions of worker participation in the OSHMS, the Kendall Tau-b correlation coefficient and p-value were calculated (Table 4).
| TABLE 4: Consolidation of results obtained from the associations. |
Three associations were identified with Kendall’s Tau-b coefficients greater than 0.3 and p-values less than 0.05, thus allowing the rejection of their respective null hypotheses. Furthermore, two leadership styles were found to be associated with at least one dimension of employee engagement. The task-centred leadership style was associated with the co-decision and consultation dimensions, while the relationship-centred leadership style was associated with the co-decision dimension. As two leadership styles were found to influence dimensions of employee engagement, it is concluded that leadership styles have an impact on employee engagement within the OSHMS.
Discussion
The findings show that leadership styles influence worker participation in the OSHMS of a public university in Lima. In particular, it has been observed that task-centred leadership and relationship-centred leadership favour greater worker participation in activities related to the OSHMS, while authoritarian leadership and democratic leadership do not present a significant relationship.
These findings are consistent with previous research highlighting the positive role of task-centred and relationship-centred leadership styles in various organisational dimensions. Santos-Sabino (2019) points out that task-centred leadership promotes a clear focus on specific goals, favouring team alignment to achieve common objectives. Likewise, Albino-Cristóbal (2019) found that these leadership styles are associated with an increase in job satisfaction, which may extend to the motivation to participate in the OSHMS. The relationship between task-centred leadership and participation in the OSHMS suggests that the clear definition of roles and responsibilities facilitates compliance with OSH rules and regulations. Similarly, relationship-centred leadership, by promoting trust and open communication, reinforces workers’ sense of belonging, encouraging their active involvement.
On the other hand, no evidence was found to support a relationship between authoritarian leadership and democratic leadership with worker participation in OSH. These results contrast with research such as that of Li et al. (2018), who identified that democratic leadership fosters work engagement in specific contexts, although it is not directly related to OSH. However, the lack of a relationship with authoritarian leadership is consistent with the findings of Wang et al. (2022), who indicate that this leadership style is significantly and negatively related to worker participation in OSH. This can be attributed to its hierarchical approach, which limits autonomy and collaboration, essential elements for effective participation in OSH. This leadership style is commonly observed in high-risk industries, such as construction (Senthamizh & Anandh, 2024). For their part, Saedi et al. (2020) emphasise that a positively perceived safety climate, rather than authoritarian orders, is key to active participation in OSH.
From a practical perspective, these results should enable senior management of public universities to design strategies that foster transformational leadership to maximise the positive impact of leadership styles on OSH. George et al. (2017) reinforce this idea, highlighting how transformational leadership reduces work stress and improves team performance. Likewise, Zhao et al. (2022) state that transformational leadership has a positive effect on worker engagement. While Moda et al. (2024) add that this leadership style fosters the development of a positive safety climate.
Furthermore, this public university should incorporate into its curricula the importance of training leaders who adopt task-centred and relationship-centred leadership styles by developing training programmes in interpersonal skills, conflict resolution and management by objectives.
It is important to note that the results obtained may be influenced by the specific university context and cannot necessarily be generalised to other university institutions or similar organisations. Likewise, future research is needed to explore the impact of leadership on other elements of the OSHMS, such as risk perception and adherence to OSH regulations.
Conclusion
Leadership styles significantly influence worker participation in the OSHMS of a public university in Lima, with task-centred and relationship-centred leadership demonstrating a positive impact. These findings underline the critical role of leadership in fostering effective OSH practices, which can enhance workplace safety and health across various sectors. Public institutions, particularly universities, should prioritise leadership development at all hierarchical levels by integrating targeted training programmes focused on interpersonal skills, conflict resolution and objective-driven management.
From a practical perspective, these results offer actionable insights for designing strategies that promote worker engagement and strengthen OSHMS implementation. For example, fostering task-centred leadership could enhance compliance with safety protocols, while relationship-centred leadership can boost team collaboration and trust.
Future research should explore the broader implications of these leadership styles in diverse organisational and cultural contexts. Additionally, examining the intersection of leadership, risk perception and adherence to OSH regulations could yield valuable insights to inform more comprehensive safety strategies, ultimately contributing to safer and healthier workplaces.
Acknowledgements
Competing interests
The authors declare that they have no financial or personal relationships that may have inappropriately influenced them in writing this article.
Authors’ contributions
J.A.A-.Q: conceptualisation, methodology, formal analysis, investigation, data curation, writing, review and editing P.C.G-.F: conceptualisation, methodology, investigation, writing - original draft, project administration, validation, writing, review and editing, supervision.
Funding information
This research was supported by Universidad Nacional Mayor de San Marcos – R. R. N° 011794-R-22 and Project number C22170042 – Project non-monetary funding – 2022.
Data availability
The data that support the findings of this study are available from the corresponding author, P.C.G-.F., upon reasonable request.
Disclaimer
The views and opinions expressed in this article are those of the authors and are the product of professional research. They do not necessarily reflect the official policy or position of any affiliated institution, funder, agency or that of the publisher. The authors are responsible for this article’s results, findings and content.
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