The importance of a multidimensional and temporal design in research on leadership and workplace safety

Nielsen, Morten Birkeland; Skogstad, Anders; Matthiesen, Stig Berge; Einarsen, Ståle

doi:10.1016/j.leaqua.2015.08.003

Cited by 42 publications

(29 citation statements)

References 73 publications

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“…Within this study framework, it has been suggested that the behaviors of leaders can be characterized as either destructive leadership or constructive leadership. As the previous study findings suggested that constructive leadership is a key antecedent of safety and safety climate in a number of theoretical models [38], and as the outcomes of this work imply that CL has a strong and significant effect on the feelings of employee psychological safety in hospitality organizations, it is advisable that CL practices and its effects on employees may result in a shift in employee's feelings of psychological safety; namely, employees led by CL may feel more psychologically safe than others. This finding is also consistent with the reciprocity norm in social exchange theory.…”

Section: Evaluation Of the Findings And Theoretical Implicationsmentioning

confidence: 70%

“…Research has also suggested that the improvement of a hotel organization's innovativeness could be positively affected by the capability of the leader to show the constructive behaviors [37]. CL has been underlined as a key antecedent of safety and the safety climate in a number of theoretical models [38]. It has been also demonstrated, in meta-analyses on leadership and safety, that there is a connection between organizational/group leadership and a variety of safety indicators [39,40].…”

Section: Constructive Leadership and Psychological Safety Of Employeesmentioning

confidence: 99%

“…Despite the obstacles and winces, the findings of this research indicate that CL style ensuring a psychologically safe climate in hotel organizations may play a significant role in mitigating uncertainty challenges. Individuals are more likely to take higher risks if they perceive themselves as psychologically safe [38]. Therefore, besides concentrating on developing a feeling of safety in employees, managers following CL practices need to also provide employees with an understanding of the level of risks and the possible outcomes of risky attitudes clearly.…”

Section: Managerial Implicationsmentioning

confidence: 99%

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Constructive Leadership and Employee Innovative Behaviors: A Serial Mediation Model

2020

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This study aims to examine the influence of constructive leadership practices on the service innovative behaviors of hotel employees by a serial mediation system that treats employee psychological safety and employee creativity as mediators. Empirical data were collected from full-time frontline hotel employees in Antalya, Turkey. By using both convenience and judgmental sampling methods, this study included 357 hotel employees. The results provide empirical evidence for all suggested hypothesized associations. In particular, the findings display that psychological safety and engagement in creative work tasks play intervening roles (in the form of a chain) in the indirect influence of constructive leadership on employee perceptions regarding their service innovative culture. The current work provides practical contributions for hotel industry professionals who are in the treatment of implementing psychological safety and employee creativity, in order to establish innovative service culture in the hotel setting. The paper is among the first studies to investigate a serial mediation model to analyze which constructive leadership practices influence their innovative service culture.

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Section: Evaluation Of the Findings And Theoretical Implicationsmentioning

confidence: 70%

Section: Constructive Leadership and Psychological Safety Of Employeesmentioning

confidence: 99%

Section: Managerial Implicationsmentioning

confidence: 99%

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Constructive Leadership and Employee Innovative Behaviors: A Serial Mediation Model

2020

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“…Although most previous research has considered leadership as a causal factor with both work-related outcomes and employee health ( Shamir, 2011 ; Nielsen et al, 2016 ), some has also claimed that the leader-subordinate interaction is a reciprocal process where subordinates also influence the behavior and practices of the leader ( Schyns and Bligh, 2007 ; Shamir, 2011 ). Highlighting such a dual relationship, Burns (1978) described transformational leadership as a dynamic, two-way process in which both leaders and followers are being transformed by each other.…”

Section: Introductionmentioning

confidence: 99%

Are Leadership Fairness, Psychological Distress, and Role Stressors Interrelated? A Two-Wave Prospective Study of Forward and Reverse Relationships

et al. 2018

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While previous research has mainly considered leadership as an antecedent to psychological distress and role stressors (i.e., role ambiguity and role conflict) among subordinates, a reverse relationship where these variables influence reports of leadership is also possible. To determine the directionality of the associations this two-wave prospective study assesses bidirectional relationships between fair leadership and role stressors and examines whether psychological distress mediates the reciprocal associations between fair leadership and the role stressors. Analyses were conducted in a sample of 6,790 Norwegian employees with a 2-year time-lag between measurement points. Fair leadership was associated with lower stability adjusted role ambiguity, but not role conflict, over time. Role conflict, but not role ambiguity, was related to subsequent reports of the immediate leader as less fair. Psychological distress did neither mediate the relationship between fair leadership and subsequent reports of role stressors, nor the association between role stressors and subsequent reports of fair leadership. The findings suggest that the fair leadership – role stressor association is not a one-directional process, but that exposure to role stressors also influence subordinates’ perceptions of leadership. An implication of the findings is that theoretical models of organizational leadership should include this reverse impact of role stressors. To reduce the effects of role stressors, organizations could set consistent, clear and attractive goals and provide employees with necessary information for conducting their work tasks in order to help workers understand and master their roles at the workplace.

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“…Leadership is a process of social influence in which a person can gain the help and support of others when carrying out a common task. Due to its strong influence on both followers and organizational processes, leadership is said to play a critical role in achieving organizational goals and efficiency (Nielsen et al, 2016;Rizki et al, 2019.). At the beginning of the twentieth century, the phenomenon of leadership began to be studied and the first theories were born: some focused on the attributes that are characteristic of leaders (traits theory), others focused on the specific behaviors that the leader has with the members of their team (behavioral theories), and others analyze the correspondence between leadership styles and contingencies that make these styles more or less effective (contingency theories) (Robbins, 2004).…”

Section: Transformational Leadershipmentioning

confidence: 99%

Transformational Leadership, Organizational Climate and Job Satisfaction in Work Teams

Gaviria-Rivera¹,

Zapata²

2019

ERSJ

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Purpose: The purpose of this paper is to analyze the role of transformational leadership and its relationship with organizational climate, job satisfaction and work team performance. Design/Methodology/Approach: An empirical study was conducted with questionnaires applied to a sample of 185 leaders and work team collaborators from Colombian companies belonging to the construction sector. The hypotheses were tested using Structural Equation Modeling (SEM). Findings: The results showed that transformational leadership positively influences job satisfaction and organizational climate in work teams. It was also found that job satisfaction has a positive influence on organizational climate, and that both constructs positively influence teamwork performance. Practical Implications: This study analyzes the strategic role transformational leadership plays in organizational results stemming from work teams, to the extent that such leadership style promotes a positive organizational climate and high employee satisfaction levels. Organizations could enhance their performance through practices that promote this leadership style in their managers. Originality/Value: This research expands the literature on transformational leadership by presenting empirical evidences on the relationship between this leadership style, organizational climate, job satisfaction, and team performance in the particular context of an emerging economy such as Colombia.

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The importance of a multidimensional and temporal design in research on leadership and workplace safety

Cited by 42 publications

References 73 publications

Constructive Leadership and Employee Innovative Behaviors: A Serial Mediation Model

Constructive Leadership and Employee Innovative Behaviors: A Serial Mediation Model

Are Leadership Fairness, Psychological Distress, and Role Stressors Interrelated? A Two-Wave Prospective Study of Forward and Reverse Relationships

Transformational Leadership, Organizational Climate and Job Satisfaction in Work Teams

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