The differential effects of transformational leadership facets on employee safety

Hoffmeister, Krista; Gibbons, Alyssa Mitchell; Johnson, Stefanie K.; Cigularov, Konstantin P.; Chen, Peter Y.; Rosecrance, John

doi:10.1016/j.ssci.2013.07.004

Cited by 141 publications

(113 citation statements)

References 41 publications

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“…Similarly, in another study, transformational leadership was positively related to both safety-specific trust and safety citizenship behaviors (Conchie & Donald, 2009). A recent study also found that the four transformational leader behaviors were individually positively associated with safety compliance and participation, and negatively associated with injury and pain (Hoffmeister et al, 2014).…”

Section: Full-range Leadership Model and Occupational Safetymentioning

confidence: 73%

“…Participants were asked to indicate their gender, age, ethnicity, hours worked per week, duration at current job, duration working with current supervisor, and tenure at current organization. Past research has revealed associations of these variables with occupational safety outcomes (Nahrgang, Morgeson, & Hofmann, 2007;Hoffmeister et al, 2014).…”

Section: Control Variablesmentioning

confidence: 99%

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Examining Attitudes, Norms, and Control Toward Safety Behaviors as Mediators in the Leadership-Safety Motivation Relationship

Sawhney

2018

J Bus Psychol

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Research on occupational safety has been on the rise in recent years, owing to the high rates of deaths and disabilities that occur in the workplace. Findings suggest that unsafe behaviors and work-related accidents and injuries can be reduced through increasing employee safety motivation. Additional research has recognized leadership as a source of employee safety motivation. However, most studies have empirically assessed safety motivation and its antecedents using a cross-sectional design. Therefore, the aims of the current study were to examine effects of various safety-specific leader behaviors, following the full-range leadership model, on safety motivation using a time-lagged study design. Next, using theory of planned behavior as a theoretical framework, the present study examined the role of three mediating mechanisms, namely, attitudes, norms, and control toward safety behaviors, in the relationship between safety-specific leader behaviors and safety motivation. It was hypothesized that safetyspecific transformational, contingent reward, and management-by-exception active leadership would be positively related to safety motivation, whereas management-by-exception passive and laissez-faire leadership would be negatively related to safety motivation. In addition, it was proposed that the five leadership dimensions would exhibit an indirect relationship with employee safety motivation through their influence on attitudes, norms, and control toward safety behaviors.The sample for this study consisted of 168 members from Amazon's Mechanical Turk who were employed in high-risk industries and occupations. Participants completed the survey at two points in time, separated by three months. Results indicated that while transformational, contingent reward, and management-by-exception active leadership were positively related to safety motivation, management-by-exception passive and laissez-faire leadership did not exhibit any relationship with safety motivation. Furthermore, safety attitudes mediated the relationship between leader behaviors and safety motivation for transformational and management-byexception active leadership. Safety norms were found to mediate the relationship between all leadership dimensions and safety motivation. Safety control did not mediate the leadershipsafety motivation relationship for any of the five leadership dimensions. The findings of this study bolster support for importance of active leader behaviors in impacting employee safety motivation, as well as highlight the need for leadership development for enhancing employee safety performance. iv

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Section: Full-range Leadership Model and Occupational Safetymentioning

confidence: 73%

Section: Control Variablesmentioning

confidence: 99%

Examining Attitudes, Norms, and Control Toward Safety Behaviors as Mediators in the Leadership-Safety Motivation Relationship

Sawhney

2018

J Bus Psychol

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“…To be an inspirational leader, managers require closer relationships and interaction with employees, allowing them to voice their opinions and thoughts (Hoffmeister et al . ).…”

Section: Discussionmentioning

confidence: 97%

“…Our findings suggest that management/staff relationships were fundamentally strained during implementation and maintained differing perspectives, despite the open door policy, which had helped to establish closer relationships between staff and management. To be an inspirational leader, managers require closer relationships and interaction with employees, allowing them to voice their opinions and thoughts (Hoffmeister et al 2014).…”

Section: Symbolic Frame and Political Framementioning

confidence: 99%

Implementation of a participatory management model: analysis from a political perspective

et al. 2014

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“…In other words, showing respect and personal concern for employees as individuals, attending to each individual follower ' s needs and acting as a mentor or coach would describe an individualized consideration leader (Odumeru & Ogbonna, 2013). Hoffmeister et al (2014) articulated that in order to foster supportive relationships leaders keep two-way communication that is recognized, and they offer direct recognition of the unique contributions of each follower and within a group. On the other hand, transformational leadership is about personality traits more than learned behaviors, consequently leaders may not have such ability and force of character to enforce and achieve organization's goals (Suresh & Rajini, 2013).…”

Section: )mentioning

confidence: 99%

Leadership-Followership-Learning Organization project

Alqahtani¹

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The differential effects of transformational leadership facets on employee safety

Cited by 141 publications

References 41 publications

Examining Attitudes, Norms, and Control Toward Safety Behaviors as Mediators in the Leadership-Safety Motivation Relationship

Examining Attitudes, Norms, and Control Toward Safety Behaviors as Mediators in the Leadership-Safety Motivation Relationship

Implementation of a participatory management model: analysis from a political perspective

Leadership-Followership-Learning Organization project

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