Employer safety obligations, transformational leadership and their interactive effects on employee safety performance

By Jane Mullen, E. Kevin Kelloway, Michael Teed. 2017

189 citations recorded by the source corpus.

Abstract We examine the moderating effect of safety-specific transformational leadership on the relationship between perceived employer safety obligations and employee safety performance behavior and attitudes. Drawing on social exchange theory, and using data from a cross-sectional (N = 115) and a longitudinal (N = 140) sample of trade employees, we show that perceived employer safety obligations are positively associated with employee safety compliance, safety participation and attitudes. Safety-specific transformational leadership was positively and significantly associated with employee safety compliance, safety participation and safety attitudes. Leadership also acted as a moderator such that the relationships between perceived employer safety obligations and the safety outcomes (safety compliance, safety participation, safety attitudes) are stronger when safety-specific transformational leadership is high, as opposed to when low. We provide theoretical and practical implications stemming from this study and suggest directions for future research aimed at improving safety performance behavior and attitudes within organizations.

Subfields: Radiological and Ultrasound Technology, Statistics and Probability, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/a55f6af18a09d3a412ff2da2ad574724129f9158

Citations in the corpus

• Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention (2018, unknown): “The signi fi cant in fl uences of leadership styles on employee outcomes have been revealed in previous studies (e.g. Mullen, Kelloway, and Teed 2017).”