Safety leadership and safety behavior in container terminal operations

The Impact of Safety Climate on Safety Performance in a Gold Mining Company in Ghana

“…Such training is the process whereby shortfalls in skills or knowledge that may impact on safety are met by providing information and assisting individuals to practice, in a supportive learning environment, the skills necessary to carry out activities safely. Hence, adequate and effective safety training with regard to safety precautions, rules and procedures has been found to lead to improvement in safety performance (Lu & Yang, 2011;Zohar, 2010) [41]. Safety systems and Safety performance Safety systems comprise safety rules, policies and procedures put in place by an organisation to ensure safe work environment.…”

Linking leadership styles to customer satisfaction of Palestinian insurance sector: Mediating role of employees’ performance

“…The findings of this study come in line with other scholars who concluded that, leadership styles have a positive impact on employees' performance. Also, employees; performance has a positive impact on customer satisfaction (Abbas and Yaqoob, 2009;Lu and Yang, 2010). Leaders play a critical role, they formulate the values of the organizational such as quality orientation; customer orientation.…”

“…In the same time, leadership styles affect employees' performance positively (Abbas and Yaqoob, 2009;Bono and Judge, 2003;Lu and Yang, 2010;Purvanova et al, 2006). This study uses extra-role and in-role performance as the dimensions of the employees' performance.…”

Briefing: Defining safety leadership in construction

“…In a study undertaken by Lu and Yang (2010), the impact of safety leadership on safety behaviour was investigated within terminal operations. Safety leadership was defined within three main dimensions that included safety motivation, safety policy and safety concern.…”

“…It was detailed that safety leadership is a sub-system of organisational leadership, where visible leadership behaviours provide opportunities for safety issues and concerns to be discussed. The findings from Lu and Yang (2010) are based on specific components of safety leadership being pooled under transformational and transactional leadership. Deeper elements of safety, culture and safety systems appear to be negated when considering the wider construct of safety leadership and its uniqueness from other leadership fields.…”