Development and test of a model linking safety-specific transformational leadership and occupational safety.

By Julian Barling, Catherine A. Loughlin, E. Kevin Kelloway. Journal of Applied Psychology, 2002

1,084 citations recorded by the source corpus.

Subfields: Radiological and Ultrasound Technology, Sociology and Political Science, Statistics and Probability

View Paper: https://www.semanticscholar.org/paper/337cc597565d591bab487856730526837bf828a5

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Radiological and Ultrasound Technology

In Sociology and Political Science

In Statistics and Probability

Citations in the corpus

Team learning from mistakes : the contribution of cooperative goals and problem-solving (2004, background): “Specific transformational leadership can help develop safety climates and awareness that reduce dangerous mistakes (Barling et al., 2002).”
Safety leadership: A meta‐analytic review of transformational and transactional leadership styles as antecedents of safety behaviours (2013, background): “Empirical support for the mediating role of perceived safety climate, facilitating the link between leadership behaviour and employee safety, comes from a number of studies (e.g., Barling et al., 2002; Clarke & Ward, 2006; Kelloway et al., 2006).”
Contrasting the nature and effects of environmentally specific and general transformational leadership (2017, positive): “…leadership behaviors are presumed to affect outcomes across different contexts, to a focus in which the same set of transformational behaviors focus on influencing a specific target (e.g. Barling et al., 2002; Graves et al., 2013; Mullen and Kelloway, 2009; Robertson and Barling, 2013, 2015b).”
Safety leadership practices for organizational safety compliance: developing a research agenda from a review of the literature (2016, methodology): “…safety leadership have used the MLQ scale (Bass and Avolio, 2002), often selecting particular items, most notably the four items relating to transformational leadership plus contingent reward, a component of transactional leadership (e.g. Barling et al., 2002; Kapp, 2012).”
Organizational violence and aggression: Development of the three-factor Violence Climate Survey (2008, background): “For example, Barling, Loughlin, and Kelloway (2002) found that charismatic leadership behaviours affected safety climate positively and were associated with fewer accidents and injuries in the workplace.”