Introduction

The mining and construction industry plays a crucial role in the advancement of Nigeria as a country, contributing to the economy and society and also playing a contributory role that enhances the country’s development (Olalusi and Otunola 2012). Lots of mining and construction projects have failed and been abandoned in Nigeria (for example, the National Iron Mine in Itakpe), some of which researchers have attributed to ineffective leadership (Emerole et al. 2018; Ugoani 2021). In the mining and construction sectors, both in Nigeria and globally, safety remains an ever-pressing concern (Oyedele et al. 2015). Ensuring the safety and well-being of workers in these industries is a multifaceted challenge, one that reaches beyond the realm of physical hazards into the realm of emotional resilience (Mashi 2023). These industries are characterized by an array of potential hazards, from heavy machinery operations to remote project locations, demanding meticulous attention to safety protocols (Amponsah-Tawiah and Mensah 2015; Mashi 2023). The consequences of lapses in safety are severe, not only in terms of human lives but also in terms of economic and operational impacts on projects (Mashi 2023). Simultaneously, the emotional well-being of workers engaged in Nigerian mining and construction projects has emerged as a critical yet often overlooked facet of occupational health. The nature of these professions, with their extended periods away from home and the intense pressures of high-stakes projects, can lead to stress, anxiety, and mental health challenges among workers (Amponsah-Tawiah and Mensah 2015). These emotional struggles not only diminish job satisfaction but also contribute to increased turnover rates and decreased overall workforce productivity (Montenegro et al. 2021a). However, amid the complex interplay of safety and emotional well-being, there exists a promising avenue for transformative change in emotional intelligence (EI) training. The ability to recognize, comprehend, manage, and utilize emotions in oneself and in others is defined as emotional intelligence (EI). Research suggests that individuals with higher EI are better equipped to navigate stressful situations, communicate effectively, and make sound decisions. In the context of Nigerian mining and construction project management, EI training has the potential to be the linchpin that unites safety and emotional well-being (Sultana-Muchindu 2022). The purpose of this journal is to traverse the landscape of emotional intelligence training, analysing its impact on safety practices and the emotional well-being of workers within Nigerian mining and construction project management. By doing so, we aim to shed light on the transformative potential of EI training, explore its implementation within these industries, and ultimately advance the cause of safety and emotional resilience. Through an in-depth examination of existing research, practical applications, and real-world case studies, this journal seeks to chart a path toward a safer and more emotionally aware future for Nigerian mining and construction project management.

Mining refers to the systematic procedure of obtaining rich minerals, ores, and various geological substances from the Earth’s crust (Loganathan et al. 2017). The process encompasses a range of methodologies, including drilling, blasting, and excavation, which are employed to gain entry to and extract these valuable commodities (Altiti et al. 2021). The extraction of natural resources through mining plays a crucial role in facilitating the creation of metals, minerals, and energy sources that are indispensable to a wide range of industries. The implementation of emotional intelligence (EI) training in the mining industry presents notable benefits. Miners frequently operate in high-pressure settings where the utmost priority is placed on ensuring safety. The implementation of emotional intelligence (EI) training has been shown to facilitate the effective management of stress, the enhancement of communication skills, and the promotion of teamwork among workers. Miners possessing elevated emotional intelligence (EI) exhibit enhanced proficiency in managing conflicts, thereby mitigating workplace tension and fostering a safer and more efficient operational milieu. Furthermore, the acquisition of emotional intelligence (EI) skills facilitates enhanced decision-making abilities, which are of utmost importance in the prevention of accidents and the optimization of resource extraction processes. Investing in emotional intelligence (EI) training ultimately cultivates a corporate environment that prioritizes emotional awareness and resilience, resulting in enhanced well-being, safety, and productivity within the mining industry.

The significance of this study lies in recognizing that beyond technical expertise, the success of projects in these industries is intrinsically linked to the emotional intelligence of the professionals involved, including engineers and artisans. Emotional intelligence, encompassing self-awareness, self-regulation, social awareness, and relationship management, plays a pivotal role in how individuals perceive and manage workplace challenges.

The rest of the paper is organized as follows: Sect. 2 provides the literature review and outlines the background on the study area, blasting vibration monitoring techniques, and details regarding the datasets and preprocessing. The proposed materials and methods in Sect. 3. Section 4 outlines the result of the study. The is discussed of this study found in Sect. 5. The key conclusions from the research and their implications are presented in Sect. 6.

Literature review

Construction projects are inherently people-centric endeavours, as emphasized by Skipper and Bell (2006). The recognition of the human element’s significance in diverse project types has become increasingly widespread, as noted by Dillon and Taylor (2015). It is widely acknowledged that the leadership of a project manager is a pivotal determinant of successful project outcomes within the construction industry (Rezvani et al. 2016). In this context, the concept of emotional intelligence (EI) has gained prominence, being recognized as a vital factor in effective leadership within the workplace (Rezvani et al. 2016). Salovey et al. (2003) provide a comprehensive definition of EI, encompassing the ability to perceive, express, understand, and manage emotions for personal growth. Notably, Daniel Goleman’s book on emotional intelligence has propelled EI into the mainstream, making it a prominent concept in societies and organizations globally over the past two decades. Drawing from EI theory and psychological research, scholars, and practitioners in management regard EI leadership as a form of person-focused leadership (Booms et al. 2016). They argue that EI may hold the key to enhancing the career success of project managers as leaders and improving the performance of project teams (Turner and Müller 2005). High-EI individuals have demonstrated the ability to make informed decisions, handle environmental pressures adeptly, manage conflicts effectively, communicate assertively, and cultivate positive work environments. While some scholarly evidence links construction project managers’ emotional intelligence with favourable project outcomes (e.g., Maqbool et al. 2017; El Khatib et al. 2021), the construction industry’s stance on EI appears mixed. Lindebaum and Cassell (2012), drawing from interviews within the UK construction sector, noted that construction project managers sometimes avoid EI within a predominantly male-dominated culture. Numerous research studies have explored the relevance of emotional intelligence in construction project management. For instance, Lawani (2016) provides an “Overview of Emotional Intelligence Research in Construction Project Management,” while Montenegro et al. (2021b) investigates the “Impact of Construction Project Managers’ Emotional Intelligence on Project Success”. These studies consistently reveal a positive correlation between project success and the emotional intelligence of project managers, highlighting the potential impact of EI training. The implementation of emotional intelligence (EI) training had a significant impact on several aspects of organizational functioning. Specifically, it resulted in notable improvements in safety procedures, project management, and employee well-being. These changes were observed in key areas such as work-life balance, workplace relationships, and employment conditions. The study conducted by Ju et al. (2023) contributes a significant perspective by emphasizing the negative consequences of managers’ abusive supervision on the well-being of construction employees. Additionally, the study examines the mediating role of guanxi proximity and trust in alleviating these detrimental effects. In a similar vein, the systematic review conducted by Asare et al. (2021) sheds light on the prevailing psychological distress among rotation workers in the mining, offshore oil and gas, and construction sectors. The study also highlights the significant impact of workplace demands and resources on the overall well-being of these workers. Additionally, the study conducted by Zhou et al. (2023) presents a complete model that elucidates the causal relationship between job stress, job burnout, and health outcomes. This research provides significant contributions to the field of stress and health management, with relevance to the mining industry. In conclusion, Ilka’s research conducted in 2014 highlights the significance of good leadership in promoting the well-being of knowledge workers. This is particularly relevant in the context of the mining industry, which is undergoing changes and placing greater emphasis on information-intensive tasks. The emphasis of positive leadership on genuine experiences that foster well-being is congruent with the possibility of sustainable leadership approaches that improve the well-being of knowledge workers in distant mining firms. The comprehensive viewpoint on well-being discussed here comprises multiple facets that are essential for the preservation of a robust and efficient workforce within the mining and construction industries.

The mining and construction industries continue to prioritize safety as a primary priority. Research has indicated that the implementation of emotional intelligence training has the potential to improve decision-making capabilities under high-stress contexts, hence potentially contributing to the establishment of safer working conditions. Different scholars examines the relationship between project managers’ emotional intelligence and project commitment, with a subsequent impact on safety measures. Moreover, the well-being of workers is intricately linked with emotional intelligence. Elevated levels of emotional intelligence (EI) have been found to be linked with heightened levels of job satisfaction and decreased rates of burnout. This underlying the mechanisms by which emotional intelligence exerts a favourable influence on the success of projects, with a particular focus on its implications for employee well-being. In summary, different research shows a thorough comprehension of the significance of emotional intelligence training in improving safety and well-being within the context of quarrying and building project management. By drawing upon pertinent literature, this study elucidates the possible advantages of emotional intelligence (EI) training for engineers and personnel within these sectors.

Researchers like (Wang et al. 2021), and (Sunindijo and Zou 2013) states ensuring safety in the workplace necessitates that individual workers consistently exhibit safe behaviour in their daily tasks. The existing research indicates that there may be a positive correlation between emotional management talents or characteristics and individual performance under certain circumstances. However, it remains unclear how these factors might impact safety-related performance in high-risk work environments.

Materials and methods

Study area

The research was carried out at the premises of New Creation Constructions Ltd. (NCCL), encompassing both project sites and office premises. New Creation Constructions Ltd. is a company that conducts its operations in Lagos, Nigeria. The organization known as NCCL is involved in the construction of residential estates and operates a privately-owned quarry located in Mowe, Ogun state, Nigeria (Fig. 1). The organization provides a suitable environment for examining the effects of emotional intelligence training on safety and well-being within the realm of mining and construction project management. Figure 2 illustrates the detailed technique employed in this study.

Fig. 1
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Geological map of the study area Ogun state, Nigeria (Olowofela et al. 2019)

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Fig. 2
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Flow chart of the general research design and methodology

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Study design and participants

This research adopts a mixed-methods approach to comprehensively explore the impact of emotional intelligence (EI) training on safety and well-being in the context of quarrying and construction project management. The study is designed as a longitudinal intervention study, incorporating both quantitative and qualitative data collection methods. The study considered both engineers and staff employed at New Creation Constructions Ltd. To ensure a representative sample, a stratified random sampling technique was employed, covering various roles and organizational levels. The sample size was determined based on the construction of two residential buildings within an estate. There were five groups integrated into this study, which are labelled A, B, C, D, and E, each comprising a complete construction team assigned to complete a residential apartment project in Golden Heritage Estate, Mowe, Ogun State. Each group consists of a maximum of 40 personnel. The project is expected to run for six months, from April to September 2023, under the same market conditions and with other factors held constant. The activities of the five groups were monitored and investigated. The group E was surveyed as a control team both before and after undergoing EI training. The group (Group E) undergoes two months of EI training at a stage during the project. This was done to provide an approach for a comprehensive evaluation of the impact of EI training on safety and well-being in the construction industry within the specified context. All the teams are given the same safety orientation, and the team leader has equal experience as the other staff on the team.

Emotional intelligence training

A standardized emotional intelligence training program was employed in this study to achieve the stated aim. The adopted program encompasses modules focusing on self-awareness, self-regulation, social awareness, and relationship management. The construction and mining industries stand to gain significant advantages from implementing Emotional Intelligence Training (EIT) in terms of safety practices, project performance, and employees’ well-being. Enhanced emotional intelligence among workers fosters improved communication and interpersonal skills, contributing to a safer work environment through effective collaboration and hazard identification. Moreover, heightened emotional intelligence equips employees with the resilience needed to navigate the challenges inherent in these demanding industries, positively influencing mental well-being. In terms of project performance, the increased understanding of emotions and their impact on decision-making may lead to more effective problem-solving and conflict resolution, thereby optimizing project outcomes. Ultimately, by integrating EIT into training programs, these industries can create a workplace culture that prioritizes safety, elevates project performance, and nurtures the overall well-being of employees, fostering a more sustainable and successful working environment.

Data collection

Quantitative data

  1. a.

    Pre-training and post-training assessments of emotional intelligence using validated EI measurement tools.

  2. b.

    Surveys to assess safety practices and well-being before and after the intervention.

Qualitative data

In-depth interviews with a subset of participants were done to explore their experiences, perceptions, and the impact of training on safety and well-being.

Data analysis

Data collected from surveys and assessments was organized in MS Excel spreadsheets using descriptive statistics, including mean, median, standard deviation, and frequency distributions, was calculated to summarize the data. Correlation analysis between responses was also performed using Excel’s built-in functions to examine relationships between variables, such as EI scores, safety practices, and well-being.

Results

Tables 1 and Fig. 3 present the summary of the emotional intelligence (EI) and safety practice scores across five groups (A, B, C, D, and E) considered in the case study construction and mining operation context before the training intervention. The scores represent various aspects of EI and safety practices. In terms of the scale for EI and safety score there is no universal or standardized scale for evaluating emotional intelligence training (EIT) and safety practices scores, we have concluded this from different literatures on EI and safety scores. However, different organizations and companies often employ various assessment tools and surveys to gauge the effectiveness of EIT and safety practices. These tools may include 360-degree feedback, self-assessment questionnaires, and behavioural observations.

Table 1 Emotional intelligence and safety practices scores across groups A to E (before and after training)
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Fig. 3
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Emotional intelligence and safety practices scores across groups A – E

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The emotional intelligence (EI) and safety practices scores of each group (Group A-E) descriptive statistics values such as (i.e. mean, median, range, max, min, SD, and range) are summarised in Table 2. The statistical result of all groups is illustrated in Fig. 4.

Table 2 Descriptive statistics of the emotional intelligence (EI) and safety practices scores of each group (Group A-E)
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Fig. 4
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Emotional intelligence and safety practices scores across groups A–E

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Based on our study we put the score range up to 6 score which means 6 excellent performance, 4 good, and 0 poor. Besides, the scale also can cover between 1 and 5 score. Notably, Group D exhibits the highest scores in self-awareness (2.9), self-regulation (3.7), and job conditions (4.2), suggesting relatively higher baseline EI and favourable working conditions. Interpretation of combined scores of Group D suggests a mixed profile, hence the score based on this group meaning and indications are depicted in Fig. 5. It’s crucial to consider these scores in the context of the specific assessment tool used, and the interpretation may vary depending on the scale and benchmarks associated with that tool. Additionally, feedback from participants and a qualitative understanding of the context can provide valuable insights.

Fig. 5
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Group-D emotional intelligence training (EIT) and safety practices scores

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While there is a higher baseline of EI, there’s room for improvement in self-awareness. The relatively high score in self-regulation is positive, indicating good emotional control and adaptability. The favourable job conditions score is promising, suggesting that the work environment is generally supportive. Implications are strengths: The organization or individuals may benefit from leveraging and further enhancing the strengths in self-regulation and the positive job conditions. These aspects can contribute to a resilient and effective workforce, areas for development: Attention could be given to improving self-awareness, which is foundational to emotional intelligence. Training or interventions that focus on self-awareness could be beneficial for individuals with lower scores in this dimension, and overall well-being: The favourable job conditions score is a positive indicator for overall well-being and job satisfaction. This is important for employee engagement and productivity. Conversely, Group A has the lowest scores in several categories, including workplace relationships (1.6) and work-life balance (2.1), indicating areas for potential improvement. After undergoing emotional intelligence (EI) training, Group E demonstrated significant improvements in various aspects of EI and safety practices, as evidenced by their post-training scores. Notably, their scores in self-awareness, self-regulation, empathy, social skills, motivation, and workplace communication have all increased. These improvements suggest that the EI training program effectively enhanced their emotional intelligence. Furthermore, in terms of safety practices, Group E exhibited notable progress after undergoing the EI training. Group E was noted to have higher scores in using protective equipment, caring for workmate’s safety, creating safety awareness, and workplace relationships. The findings indicate that EI training has positively influenced safety-related behaviours and awareness during mining and construction work. Table 3 presents the performance of groups A, B, C, D, and E across various evaluation factors in the context of quarrying and construction project management. These factors include budget compliance, timeline adherence, quality control, safety compliance, stakeholder satisfaction, communication and collaboration, and procurement and supply chain management. Group E stands out with notably high scores across most evaluation factors, demonstrating strong performance in budget compliance (92%), safety compliance (95%), stakeholder satisfaction (90%), communication and collaboration (96%), and procurement and supply chain management (89%). This group excels in both project management and safety aspects. In contrast, Group C and Group D show slightly lower scores in several factors, indicating potential areas for improvement. Group D has the lowest score in quality control (75%), suggesting a need to focus on this aspect of project management. Group C scores lower in safety compliance (79%) and stakeholder satisfaction (82%), suggesting opportunities for enhancement in safety practices and stakeholder engagement. Figure 6 reveal the relationship between the performance of Group E after undergoing EIT and that of other groups who were not trained. It was noted that the trained group responded efficiently with better performance.

The descriptive statistics of groups A, B, C, D, and E across various performance evaluation factors (i.e. mean, median, range, max, min, SD, and range) are summarised in Table 4. The statistical result of all groups is illustrated in Fig. 7.

Table 3 Evaluation of project after completion
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Fig. 6
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Result of the group performance evaluation

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Table 4 Descriptive statistics of the evaluation of project after completion
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Fig. 7
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Result of the group performance evaluation

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Different data visualization techniques take place for this study, Fig. 8, depicts frequency distribution plots based on the evaluation factors (%), and Pearson correlation have been plotted to assess the relationship between the variables it ranges from − 1 to 1. A correlation value of zero shows the absence of any link between the variables. Conversely, a positive correlation coefficient denotes a positive relationship, while a negative correlation coefficient indicates a negative relationship. In addition, the extent of correlation may be assessed by analysing the magnitude of the correlation coefficient, where a greater absolute value implies a stronger relationship between the variables.

For this study Pearson correlation plots are shown in Figs. 9 and 10 for both the results on Tables 1 and 3. In Fig. 9 the highest correlations found in group D and B with 0.79 which means the evaluation factors such as budget compliance, timeline adherence, quality control, safety compliance, stakeholder satisfaction, communication and collaboration, and procurement and supply chain management are very similar in both group D and B, and 0.88 correlation found among group E after training and group D (see Fig. 10).

Fig. 8
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Frequency distribution plots of group A-E based on the % evaluation factors after project completion

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Fig. 9
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Pearson correlation plot of group A-E based on the % evaluation factors after project completion based on Table 2

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Fig. 10
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Pearson correlation plot of group A-E based on EI and safety score based on Table 1

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The qualitative data gathered through in-depth interviews likely revealed valuable insights into the participants’ experiences with Emotional Intelligence Training (EIT) in the mining and construction industry. The results may have highlighted the perceived impact of EIT on enhancing the participants’ emotional awareness, communication skills, and overall well-being. Additionally, the interviews may have uncovered specific instances where emotional intelligence played a crucial role in promoting safety practices within the occupational environment. Participants’ feedback and narratives could contribute to a nuanced understanding of the effectiveness of EIT in fostering a safer and more supportive workplace for mining and construction workers. These results would offer valuable implications for the broader field of occupational safety and well-being, potentially informing future training programs and interventions.

Discussions

Emotional intelligence training has the potential to revolutionize the mining and construction sector in Ogun State, Nigeria, by fostering a safer, more efficient, and employee-centric work environment. The results of this study shed light on the crucial relationship between emotional intelligence (EI) training and its profound impact on safety practices, project management, and employee well-being within the mining and construction industry. These findings are of paramount importance, considering the inherent risks and challenges in this sector.

The enhancements involved the conscientious utilization of protective gear, the demonstration of concern for the well-being of coworkers, and the cultivation of an increased level of safety consciousness. The findings of this study underscore the efficacy of emotional intelligence (EI) training in fostering safety-conscious behaviours and enhancing safety awareness. The results hold special importance within the mining and construction sector, which is often characterized by hazardous work conditions. In alignment with these findings, we create a correlation with the study conducted by Alsulami et al. (2023), which underscores the vital importance of emotional intelligence (EI) in fostering safety behaviours among construction workers while concurrently alleviating workplace stress. Furthermore, the research carried out by Ghoddousi and Zamani (2023) indicates that there is a notable association between emotional intelligence (EI) and worker motivation and safety behaviours. However, the impact of job burnout on safety behaviours is somewhat less pronounced. These observations underscore the significant significance of emotional intelligence (EI) and motivation in promoting the participation of construction professionals in safe activities.

Enhancing safety practices and employee well-being through the synergy of emotional intelligence training (EIT) and project management efficiency

One of the noteworthy findings emerging from this comprehensive study is the substantial enhancement in safety practices exhibited by the group that underwent emotional intelligence (EI) training, Group E. Following the training intervention, Group E demonstrated significantly improved scores across various safety-related dimensions. These dimensions encompassed the conscientious utilization of protective equipment, the demonstration of concern for the safety of colleagues, and the cultivation of safety awareness. These findings highlight the effectiveness of EI training in cultivating safety-conscious behaviours and heightened safety awareness among participants. This holds profound significance within the mining and construction industry, which is characterized by potentially perilous working conditions. A comparison of these findings with relevant literature reveals congruence with studies conducted by Alsulami et al. (2023), underscoring the pivotal role of EI in enhancing safety behaviors among construction workers while mitigating workplace stress. Moreover, the study by Ghoddousi and Zamani (2023), titled “The Effect of Emotional Intelligence, Motivation, and Job Burnout on Safety Behaviors of Construction Workers,” posits that EI and worker motivation can predict safety behaviours, with job burnout exerting less significant influence. To further elucidate, these insights underscore the critical consideration of EI and motivation in promoting safety behaviors among construction professionals. Additionally, Kukah et al.‘s research in 2022 on emotional intelligence (EI) in the construction industry reveals key EI competencies, including adeptness in assertiveness and firm decision-making, effective leadership, adept team-building skills, conflict resolution prowess, and heightened self-control even in the face of provocation. Importantly, this body of research underscores the manifold contributions of EI in the construction sector, encompassing enhanced personal and project performance, inspirational leadership, stress resilience, refined communication skills, and bolstered confidence among project practitioners. As a professor specializing in mining and construction engineering, these findings underscore the imperative integration of EI training to bolster safety practices and overall performance in the industry.

Moreover, the study investigates the efficacy of project management, with a specific emphasis on the performance of Group E. The group exhibits notable accomplishments across many evaluation criteria, including adherence to budgetary limitations, compliance with safety requirements, stakeholder satisfaction, effective communication and collaboration, and efficient administration of procurement and supply chain operations. The organization’s tremendous achievements in project management, particularly in the context of construction projects, are noteworthy given the inherent complexities involved. This finding aligns with the study conducted by Mashi in 2023, which examines the influence of emotional intelligence on the effectiveness of leadership within the context of building project leaders in Nigeria. The presence of competent leadership is a critical component in the field of project management, as it significantly influences the ultimate outcome and achievement of a project. The data collected from Group E indicates that there have been noticeable enhancements in workplace communication and collaboration ratings. These findings imply that the implementation of emotional intelligence (EI) training has played a significant role in improving leadership abilities and team dynamics, ultimately resulting in favourable project outcomes. This study emphasizes the significance of employee well-being, alongside its implications for safety and project management.

Conclusions

This research explores the potential of emotional intelligence training (EIT) to improve the safety and well-being of mining and construction workers. Our study aims to address the psychological elements of working settings in high-risk sectors by emphasizing the development and use of emotional intelligence abilities. Our training curriculum has been carefully developed to empower professionals by equipping them with enhanced emotional intelligence, refined interpersonal abilities, and effective stress management strategies. This novel intervention has the potential to not only reduce occupational dangers but also promote a resilient and flourishing workforce in the challenging and ever-changing environments of mining and construction. The results of our research add to the expanding knowledge in the field of emotional intelligence and occupational safety, highlighting its ability to initiate positive improvements in the well-being of employees in the workplace. The main target of the study is to change the mining and construction industry in Ogun State lies in the integration of emotional intelligence (EI) training, along with a strong emphasis on leadership development, stress management, and employee well-being. The use of these measures has the potential to result in increased workplace safety, improved project management efficiency, and heightened employee job satisfaction, so making a significant contribution to the long-term growth and sustainability of the sector.

Based on the results this study highlights the significant impact that emotional intelligence (EI) training may have on the mining and construction industry in Ogun State, Nigeria. Research has demonstrated that the implementation of emotional intelligence (EI) training yields notable benefits in terms of enhancing safety standards, improving efficiency in project management, and fostering employee well-being. Consequently, investing in EI training is considered a crucial step for the sector. The important advancements in safety protocols, including the diligent utilization of protective gear and the fostering of safety consciousness, are particularly remarkable. These improvements possess the capacity to alleviate dangers and establish a more secure work environment inside an industry renowned for its inherent difficulties. Moreover, the research emphasizes the significance of emotional intelligence (EI) in strengthening the effectiveness of project management by improving leadership abilities, communication proficiency, and collaborative aptitude. Ensuring the successful execution of complicated building projects is of utmost importance. An additional crucial aspect to consider is the favourable influence of emotional intelligence (EI) training on the well-being of employees, encompassing aspects such as work-life equilibrium, interpersonal dynamics within the workplace, and working circumstances. Placing emphasis on the well-being of employees has the potential to result in a staff that is more motivated and content.

Recommendations

The following recommendations are provided to the mining and construction companies:

  1. a.

    Mining and construction companies in Ogun State should consider implementing EI training programs for their employees. These programs should focus on enhancing emotional awareness, interpersonal skills, and stress management, with a specific emphasis on safety-related competencies.

  2. b.

    Investing in leadership development programs that incorporate EI training can contribute to more effective project management and safer workplaces. This includes nurturing emotionally intelligent leaders who can foster collaboration and communication among teams.

  3. c.

    Given the prevalence of stress in the industry, companies should integrate stress management strategies into their operations. This may involve creating support systems, providing resources for stress reduction, and offering counselling services.

  4. d.

    Conduct regular assessments of employee well-being to identify areas that require improvement. Addressing issues related to work–life balance, workplace relationships, and job conditions can lead to a more content and productive workforce.

  5. e.

    Encourage further research in the field of EI and its applications in the mining and construction sector. This will help refine training programs and tailor them to the specific needs of the industry.

  6. f.

    By examining the intricate relationships between well-being and factors such as workplace safety, job satisfaction, organizational support, social networks, and the impact of emotional intelligence training, this research aims to contribute valuable insights to the ongoing efforts to enhance the occupational safety and well-being of workers in high-risk industries Understanding the uncertainties associated with the well-being of mining and construction workers is crucial for developing targeted interventions.

  7. g.

    The findings suggest that emotional intelligence plays a crucial role in the cultivation of interpersonal skills and transformational leadership, as well as in the execution of safety management duties, ultimately contributing to the establishment of a safety atmosphere.