The cost of workplace injuries is a major concern for business managers. Business managers in the production, transportation, and material moving industries experience the highest injury rate with an annual average of 198.5 lost days away from work. The purpose of this single case study was to explore transformational leadership skills and strategies used by manufacturing business managers to reduce workplace injuries. The conceptual framework for this study was Bass and Burns's transformational leadership theory. Data collection included semistructured interviews to elicit narratives from 3 managers from a metal manufacturing company located in the southeastern United States about the leadership strategies they used to reduce workplace injuries. Data analysis consisted of coding and using Yin's 5-step data analysis technique to analyze interview data and information from relevant company documents to identify key themes and triangulate data. From the data analysis, the themes of communication, training, and equipment/tools emerged as methods to reduce workplace injuries. The findings and recommendations from this study might assist business managers who desire information to influence the safety culture of their organizations. Social change implications include helping business managers to improve their organizational safety reputation with the workers and the community. A positive reputation would lead to an increase in community and political support for the organization that will lead to new contracts creating future employment opportunities.