Copyright © 2026 Authors retain the copyright of this article. This article is an open access article distributed under the Creative Commons Attribution License which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

@article{192481,
        author = {AGAM KUMAR and DR RITIKA MOOLCHANDANI and DR RAJEEV KUMAR SINHA},
        title = {DEVELOPING SAFETY CULTURE AMONG CONTRACT WORKFORCE THROUGH LEADERSHIP ENGAGEMENT: A STUDY OF TATA STEEL},
        journal = {International Journal of Innovative Research in Technology},
        year = {2026},
        volume = {12},
        number = {9},
        pages = {1584-1590},
        issn = {2349-6002},
        url = {https://ijirt.org/article?manuscript=192481},
        abstract = {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.},
        keywords = {Safety culture, leadership engagement, contract workforce, Tata Steel, industrial safety, transformational leadership},
        month = {February},
        }