Inconsistent style of leadership as a predictor of safety behaviour

By Jane Mullen, E. Kevin Kelloway, Michael Teed. 2011

162 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/81dff72d747df891fce340c2856c6048aef70f8f

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In Radiological and Ultrasound Technology

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Citations in the corpus

Health-specific leadership: Is there an association between leader consideration for the health of employees and their strain and well-being? (2011, background): “Mullen, Kelloway, and Teed (2011) showed that the overall positive association of transformational leadership with safety outcomes was dependent on the consistency of leader behaviour.”
Contrasting the nature and effects of environmentally specific and general transformational leadership (2017, unknown): “Subsequent research has directly and indirectly linked safety specific transformational leadership to various safety outcomes (e.g. Barling et al., 2002; Conchie and Donald, 2009; Conchie et al., 2012; Kelloway et al., 2006; Mullen et al., 2011).”
Main and interactive effects of weekly transformational and laissez‐faire leadership on followers’ trust in the leader and leader effectiveness (2019, result): “We hereby build on and extend research on inconsistent and ambidextrous leadership behaviours (Mullen et al., 2011; Rosing et al., 2011).”
Transformational leadership and employee psychological well-being: The mediating role of employee trust in leadership (2012, background): “More specifically, laissez-faire leadership is associated with employees’ role conflict and ambiguity (Hinkin & Schriesheim, 2008 ), psychological distress (Skogstad, Einarson, Torsheim, Aasland, & Hetland, 2007 ), and lower safety behaviours, even when exhibited in the presence of transformationa”
Who takes the lead? A multi-source diary study on leadership, work engagement, and job performance (2016, background): “For example, research on inconsistent leadership shows that the positive outcomes of transformational leadership are diminished when alternated with passive leadership (e.g., Mullen et al., 2011).”