How leaders differentially motivate safety compliance and safety participation: The role of monitoring, inspiring, and learning

Roles of owners' leadership in construction safety: The case of high-speed railway construction projects in China

“…Dimensions of safety leadership reported in the literature include safety motivation, safety inspiring, safety policy, safety concern, safety monitoring, safety learning, safety coaching, safety caring, safety controlling, etc. (Griffin and Hu, 2013;Lu and Yang, 2010;Wu, 2005;Wu et al, 2007). However, almost all of these studies took into account different aspects of transformational/ transactional leadership, resulting in that the identified dimensions have close relationships with those of transformational/ transactional leadership.…”

“…It can be defined as "the process of interaction between leaders and followers, through which leaders can exert their influence on followers to achieve organizational safety goals under the circumstances of organizational and individual factors" (Wu et al, 2007). Considerable research has demonstrated the importance of leadership to safety (Barling et al, 2002;Griffin and Hu, 2013;Hofmann et al, 2003;Zohar, 2002). Leadership is fully implicated in safety, and the majority of previous studies focused on the full-range model of transformational and transactional leadership behaviors (Barling et al, 2002;Kelloway et al, 2006;Lu and Yang, 2010).…”

Leader communication approaches and patient safety: An integrated model

“…Considering that feedback is an important element in transformational leadership and that the top-down communication of desirable values and behaviors (which are often also followed by a reward/punishment) could be considered to be more closely associated with transactional leadership, these results are in line with the findings in the present study. In addition, a study by Griffin and Hu (2013) investigating leader safety behaviors and their impact on employees' safety performance found that monitoring-based leader behaviors (cf. transactional leadership) were positively related to compliance and that safety-inspiring leader behaviors (cf.…”

“…Hence, accident and injury data are often considered unreliable and unstable as criterion measures for safety (DeJoy, Schaffer, Wilson, Vandenberg, & Butts, 2004;Hopkins, 1995). Despite many organizations being primarily interested in an actual reduction of the incidence of injuries and the associated costs, it is increasingly common for studies to focus on the improvement of employee safety performance as an alternative outcome measure of safety (Griffin & Hu, 2013). Griffin and Neal (2000) conceptualized safety performance as individual work behaviors related to organizational safety.…”

Assessing and developing safety management competences

“…At all organisational levels, managers have an essential role when organisations develop safety (e.g. Hale et al, 2010;Griffin & Hu, 2013;Rundmo & Hale, 2003;Simola, 2005). Managers' resources, competence, and commitment are important in establishing successful organisational safety and procedures (Conchie et al, 2013;Fruhen at al., 2013;Hale et al, 2010;Hardison et al, 2014;Simola, 2005;Tappura et al, 2017).…”