Safety leadership, risk management and safety performance in Spanish firms

Fernández-Muñiz, Beatriz; Montes-Peón, José Manuel; Vázquez-Ordás, Camilo José

doi:10.1016/j.ssci.2014.07.010

Cited by 90 publications

(78 citation statements)

References 74 publications

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“…Chen (2014) suggested that pilots by their level of professionalism normally have their behavior dictated by their training and since most airline pilots work as a team with other crew members, sharing information and learning from each other, their safety behaviors may not be influenced by a single fleet manager or chief pilot and recommends that the influence of leadership on pilots' safety compliance may need to be interpreted from a different perspective. However, the result was similar to empirical findings from extant literature that suggest a positive relationship between transformational leadership and enhanced task performance and safety behavior (Barling, Weber, & Kelloway, 1996;Fernández-Muñiz, Montes-Peón, & Vázquez-Ordás, 2014;Howell & Avolio, 1993;Inness, Turner, Barling, & Stride, 2010;Pilbeam, Doherty, Davidson, & Denyer, 2016;Zohar, 2002).…”

Section: Discussionsupporting

confidence: 86%

“…Several studies (Fernández-Muñiz, Montes-Peón, & Vázquez-Ordás, 2014;Kapp, 2012;Kelloway, Mullen, & Francis, 2006;Pilbeam, Doherty, Davidson, & Denyer, 2016;Zohar, 2002) have found relationships between safety-specific transformational leadership (i.e. Transformational leadership specifically focused on enhancing individual and organizational safety) and safety-related outcomes, including perceived safety climate, safety events, safety consciousness, and safety citizenship behavior (Conchie & Donald, 2009;Kelloway, Mullen, & Francis, 2006).…”

Section: Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

An Evaluation of the Relationships between Collegiate Aviation Safety Management System Initiative, Self-Efficacy, Transformational Safety Leadership and Safety Behavior mediated by Safety Motivation

Adjekum¹

2017

IJAAA

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Section: Discussionsupporting

confidence: 86%

Section: Literature Reviewmentioning

confidence: 99%

An Evaluation of the Relationships between Collegiate Aviation Safety Management System Initiative, Self-Efficacy, Transformational Safety Leadership and Safety Behavior mediated by Safety Motivation

Adjekum¹

2017

IJAAA

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“…A few authors created their own leadership measures (e.g. Dahl and Olsen, 2013;Fernández-Muñiz et al 2014;Lu and Yang, 2010).…”

Section: Insert Table 3 Near Herementioning

confidence: 99%

Safety leadership practices for organizational safety compliance: Developing a research agenda from a review of the literature

et al. 2016

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Safety leadership is asserted to positively influence safety compliance amongst employees. We examine this assertion by conducting a systematic literature review of the available academic literature on safety leadership practices and observed safety outcomes. We identified 25 empirical studies, the majority of which measured leadership through generic scales (MLQ and LMX). Closer scrutiny of the outcome measures suggested that these were mainly aligned to the implementation and operations phases of the OHSAS 18001 safety management systems framework. We conclude that safety compliance has been narrowly defined in academic study, but in practice embraces a much wider range of activities. While safety leadership may contribute to successfully achieving these other actions, there is no empirical evidence for this. Moreover, there is considerable critique of transformational and transactional leadership, so that the specification of desired leadership practices is problematic. We propose that a broader conceptualization of safety compliance requires safety leadership to embrace 'plural' forms of leadership. We draw attention to the narrow range of contexts in which safety leadership has been empirically studied and suggests other settings for investigation.Alternative methods for investigating safety leadership other than scales of leadership behaviour are suggested to enrich our understanding of safety leadership and so improve safety compliance.

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“…In addition, the importance of managers′ styles has also been studied in different organizational settings that create a positive work climate and positive safety outcomes [10,11]. Several other studies have also been conducted on the importance of managers in safety outcomes [9], on the role of managers in creating a climate that encourages safety behavior [2,10,12,13,14,15], and the relationship among safety managers, safety climate, safety performance, and safety outcomes [16,17,18,19,20,21,22]. In addition, O′Dea and Flin [23] explored the factors relevant to positive safety outcomes (incidents, accidents, and near-misses) and narrowed them down to four basic factors, namely senior management factors, management factors, supervisory factors, and employee factors.…”

Section: Introductionmentioning

confidence: 99%

The Safety Attitudes of Senior Managers in the Chinese Coal Industry

Zhang

Chen

Gui

et al. 2016

IJERPH

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Introduction: Senior managers' attitudes towards safety are very important regarding the safety practices in an organization. The study is to describe the current situation of senior managers' attitudes towards safety in the Chinese coal industry. Method: We evaluated the changing trends as well as the reasons for these changes in the Chinese coal industry in 2009 and in 2014 with 168 senior manager samples from large Chinese state-owned coal enterprises. Evaluations of 15 safety concepts were performed by means of a questionnaire. Results and Conclusions: Results indicate that, in 2014, three concepts were at a very high level (mean > 4.5), and six were at a relatively high level (4.5 > mean > 4.0). Analyses of changing trends revealed that nine concepts improved significantly, while four greatly declined in 2014 compared to those in 2009. The data reported here suggest that the reasons for the significant improvement with respect to the nine concepts include the improvement in social and legal environments, the improvement of the culture of social safety, workers' safety demands being met, and scientific and technical advances in the coal industry. The decline of the four concepts seemed to be caused by a poor awareness of managers in the coal industry that safety creates economic benefits, insufficient information on safety, inadequate attention to the development of a safety culture and safety management methods, and safety organizations and workers' unions not playing their role effectively. Practical Applications: We therefore recommend strengthening the evidence that safety creates economic benefits, providing incentives for employees to encourage their participation in safety management, and paying more attention to the prevention of accidents in coal mines via safety organizations and unions. These results can provide guidelines for workers, industrialists, and government regarding occupational safety in the whole coal industry.

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Safety leadership, risk management and safety performance in Spanish firms

Cited by 90 publications

References 74 publications

An Evaluation of the Relationships between Collegiate Aviation Safety Management System Initiative, Self-Efficacy, Transformational Safety Leadership and Safety Behavior mediated by Safety Motivation

An Evaluation of the Relationships between Collegiate Aviation Safety Management System Initiative, Self-Efficacy, Transformational Safety Leadership and Safety Behavior mediated by Safety Motivation

Safety leadership practices for organizational safety compliance: Developing a research agenda from a review of the literature

The Safety Attitudes of Senior Managers in the Chinese Coal Industry

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