The management of efficient and effective work place safety in order to reduce occupational accidents is one of the paramount interests of stakeholders of the mining industry. Leadership behavior is an important factor in achieving safety performance in an organization. An organization’s leadership style can be the cause of accidents and incidents at the workplace. The way in which safety and health is led and integrated into an organization can impact significantly on wellbeing at work, including addressing problems of worker absence through ill-health. The overall goal of the research is to identify different dimensions of leadership style that have influence on safety climate in general and be able to determine the relationship between the two. In this study, the research questions are addressed in order to study the relationship between leadership style and safety climate. Two questionnaires were used to gather data from employees at the Goldfields Ghana Limited, CIL Plant, comprising supervisors (leaders), technicians (subordinates). The study used the Multifactor Leadership Questionnaire (MLQ) formulated from Bass and Avolio’s (1997) Full Range Leadership Development Theory to determine leadership style within the organization and the Nordic Occupational Safety Climate Questionnaire (NOSACQ-50) to determine the safety climate. The relationship indicated that Transformational Leadership styles correlated with a better safety climate than Transactional Leadership style. The study identified the leadership style that contribute to good safety environment thereby paving way to how safety performance can be improved at Goldfields Ghana Limited which may result in increase in revenue and maximization of shareholders value.