Leadership and safety culture in high-risk operations (Onshore and Offshore): evidence and international best practices
DOI:
https://doi.org/10.55892/jrg.v9i20.2853Keywords:
Leadership, Safety culture, Organizational trust, High-risk operations, OffshoreAbstract
This study aimed to analyze scientific evidence on the relationship between leadership and safety culture in high-risk operations, focusing on onshore and offshore contexts. An integrative literature review with a qualitative and descriptive approach was conducted, encompassing national and international publications indexed in Scopus, Web of Science, ScienceDirect, SpringerLink, Taylor & Francis, SciELO, and BDTD databases, covering the period from 2015 to 2025. Analysis of the twelve selected studies identified four main thematic axes: leadership styles and safety performance, organizational trust, management practices and organizational learning, and operational performance indicators. The findings revealed that transformational, ethical, and collaborative leadership styles foster greater worker engagement, effective communication, and stronger safety culture, whereas rigid hierarchical models tend to hinder learning and trust. It is concluded that developing learning-oriented and human-centered leadership is essential for consolidating safer, more resilient, and sustainable organizations in high-risk industrial sectors.
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