The Impact of Cultural Dimensions and Supervisory Leadership on Safety Climate in Multinational Oil and Gas Operations

Abstract: Despite stringent safety regulations, workplace accidents in the oil and gas industry persist, particularly in multinational teams where cultural differences affect hazard reporting, risk perception, and compliance behaviors. Conventional safety frameworks inadequately address these variations, creating deficiencies in policy effectiveness. This study examines how cultural dimensions and supervisory leadership shape safety climate in multinational oil and gas operations. Using Structural Equation Modeling (SEM), the study quantifies the influence of cultural traits on safety behaviors and compliance attitudes, providing insights into effective, culturally adaptive safety strategies. A field study was conducted within a multinational oil and gas company, utilizing structured questionnaires to assess (1) safety climate, (2) supervisor-employee relationships, and (3) Hofstede’s cultural dimensions. Statistical analysis using SEM with SMART-PLS 4.0 and SPSS 28 examined the associations between cultural traits and safety compliance behaviors. The study further investigated the role of workplace hierarchy, communication patterns, and leadership engagement in either mitigating or amplifying safety risks in a culturally diverse workforce. Findings demonstrate that cultural dimensions significantly impact safety climate. Employees from high power-distance cultures were 39.35% less likely to report safety concerns (β = -0.500, 95% CI [-0.667, -0.293], p < 0.001), indicating that hierarchical workplace structures discourage open risk communication, leading to unreported hazards and increased accident risks. Workers with high uncertainty avoidance adhered strictly to safety protocols but resisted policy changes, while those with low uncertainty avoidance displayed greater adaptability but exhibited procedural deviations. Collectivist cultures often prioritized group harmony over transparent safety discussions, whereas individualist cultures encouraged proactive reporting. Additionally, workers from high masculinity cultures exhibited greater risk-taking in safety decisions, whereas those from femininity-oriented cultures prioritized collective well-being and risk-averse behaviors. Supervisory leadership quality emerged as a key moderating factor in cultural influences on safety climate. Employees perceiving strong supervisory support were more likely to participate in safety initiatives and report hazards (β = 0.421, p < 0.01), whereas ineffective communication exacerbated cultural barriers to hazard reporting. Supervisors with cross-cultural competence, inclusivity, and effective communication strategies mitigated cultural resistance to safety engagement and fostered a proactive safety culture. Employees from long-term-oriented cultures demonstrated greater compliance with evolving safety measures, whereas short-term-oriented workers prioritized immediate operational efficiency, sometimes at the expense of safety considerations. To enhance safety performance in multinational oil and gas operations, organizations should: (1) Develop structured leadership training programs incorporating scenario-based learning on cultural safety challenges; (2) Implement culturally inclusive safety policies with accessible reporting mechanisms; and (3) Establish mentorship programs to foster trust and proactive safety engagement. Integrating culturally adaptive leadership training and inclusive safety policies is critical for ensuring compliance, preventing workplace incidents, and fostering long-term workforce safety engagement. Addressing the intersection of culture and supervision strengthens risk mitigation strategies and improves global safety performance in high-risk industries. These findings provide actionable insights for policymakers, safety managers, and industry leaders seeking to optimize safety outcomes in multicultural environments.

Keywords: Safety Climate, Cultural Dimensions, Supervisory Leadership, Safety Compliance, Multinational Workforce, Organizational Safety Culture

DOI: 10.54941/ahfe1006581

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