In the field of Occupational Health and Safety (OHS), the oil and gas industry in Oman is particularly important, as it is in other resource-rich economies, not only because of the central role it plays in the country's economy, but also because of the operational conditions of the industry, which are intrinsically dangerous. This paper proposes a research protocol and conceptual analysis. It explores the relationship between leadership style (transformational, transactional, and laissez-faire) and each of safety culture, employee safety climate, employee safety compliance behaviour, employee participation behaviour, and employee occupational health outcomes, with particular reference to government-owned versus privately or internationally operated organisations in the oil and gas industry in Oman. The paper is based on existing theories, such as the reciprocal safety culture model of Cooper [1], Guldenmund's safety culture review [2], Zohar's safety climate construct [4] and the safety performance model of Neal, Griffin and Hart [5], and builds a conceptual model which posits that leadership style has an impact on safety climate and safety culture, which then predicts safety behaviour and, in turn, occupational health outcomes including rates of injury, near misses and self- reported illness. Organization type (government versus private ownership) is suggested as a moderating factor due to differences in organizational culture, bureaucratic structure, and management practices between public and private organizations. A cross-sectional, comparative survey design with a qualitative approach is suggested, and the instruments employed are validated and adapted to the Omani oil and gas environment. No primary field data is yet available and to this end, an illustrative set of results is shown in the illustrative results section using simulated rather than real data, intended to illustrate the expected statistical analysis, tables of results and figures which are clearly identified as simulated and must be replaced by actual field data before the study is submitted for publication in the journal or for use in any empirical claim. Finally, the paper's theoretical and practical implications for the management of Occupational Health and Safety in Oman's hydrocarbon sector are discussed.