The authors concurrently examined the impact of safety-specific transformational leadership and safety-specific passive leadership on safety outcomes. First, the authors demonstrated via confirmatory factor analysis that safety-specific transformational leadership and safety-specific passive leadership are empirically distinct constructs. Second, using hierarchical regression, the authors illustrated, contrary to a stated corollary of transformational leadership theory (B. M. Bass, 1997), that passive leadership contributes incrementally to the prediction of organizationally relevant outcomes, in this case safety-related variables, beyond transformational leadership alone. Third, further analyses via structural equation modeling showed that both transformational and passive leadership have opposite effects on safety climate and safety consciousness, and these variables, in turn, predict safety events and injuries. Implications for research and application are discussed.

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Stress surveys in U.K. and Australian universities demonstrated high occupational stress levels among faculty. This study investigated whether the same occupational stressors and stress outcomes applied at Canadian universities. Randomly selected staff (n ϭ 1440) from 56 universities completed a Web-based questionnaire. The response rate 27%, was similar to those in the U.K. and Australian studies, as were most of the results. With respect to strain, 13% of the respondents reported high psychological distress and 22% reported elevated physical health symptoms. Less secure employment status and work-life imbalance strongly predicted job dissatisfaction; work-life imbalance strongly predicted increased psychological distress. Overall study participants were satisfied with their jobs and emotionally committed to their institutions. These results warrant consideration of contemporary academic work by both academic staff associations and university administrations with respect to the implementation of changes in policies and procedures that might lead to reductions in work-related stress and strain.

Characterizing perceived injustice as a form of stress, we examined the main and interactive relationships among interactional, procedural, and distributive injustice and psychological strain while controlling for job insecurity. Using moderated multiple regression analysis with a sample of 1,083 government employees, we show that interactional, procedural, and distributive injustice are all unique predictors of psychological strain that account for significant unique variance beyond that explained by job insecurity. Those individuals who perceive more interactional, procedural, or distributive injustice at work reported a higher degree of strain. However, there were no significant interactive effects, suggesting that these three categories of perceived injustice do not interact to predict symptoms of psychological strain.

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