Maintaining safety is essential for achieving long-term stability, particularly within the oil and gas field. This research investigates how five forms of toxic leadership influence the safety behaviors of engineers employed by Oil and Gas Companies. Using social learning theory together with conservation of resources theory, the study introduces an integrated conceptual model. Data were gathered through a cross-sectional survey of 219 male and female engineers working on-site in oil and gas organizations across Pakistan. The findings indicated that among the five toxic leadership traits, only abusive supervision and narcissism significantly undermined safety outcomes. Moreover, organizational commitment functioned as a protective factor, weakening the adverse relationship between these toxic traits and safety performance.
