Abstract:

The study examined the relationship between occupational health and safety (OHS) leadership at the organizational level and OHS performance in Botswana’s construction industry. It aimed to assess how leadership influences workplace safety. Data was collected using surveys and in-depth interviews. Quantitative data was gathered from construction employees in Gaborone through simple random sampling, while purposive sampling was used to select SHE officers for qualitative insights. Findings revealed that most respondents were laborers (28%), followed by bricklayers (18%), electricians (11.5%), and painters (10%). The majority were aged 21–30 years (38%), while 60% had less than five years of experience. Over 75% of respondents agreed that workplace leadership fosters an inclusive environment where opinions are valued. They believed leaders prioritize employee collaboration, identify hazards, and promote safety by communicating expectations, allocating resources, and fostering a strong safety culture. However, qualitative findings contrasted this view, indicating that leadership in Botswana’s construction industry does not consistently prioritize OHS. Some leaders fail to engage with employees or address workplace hazards effectively. The study highlighted the weak commitment to safety culture, characterized by ineffective communication, insufficient resource allocation, and minimal collaboration with OHS committees. This discrepancy between employee perceptions and qualitative findings suggests that while some leaders demonstrate commitment to safety, others treat it as a compliance requirement rather than a proactive measure. Strengthening leadership engagement and resource allocation is crucial for improving workplace safety standards and ensuring a safer construction industry in Botswana.

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