Safety leadership: A longitudinal study of the effects of transformational leadership on safety outcomes

By Jane Mullen, E. Kevin Kelloway. 2009

331 citations recorded by the source corpus.

Subfields: Emergency Medical Services, Radiological and Ultrasound Technology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/a999c54c7d3c0faebb8dd00ee5b1b9faf7c3f8a8

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In Emergency Medical Services

In Radiological and Ultrasound Technology

In Sociology and Political Science

Citations in the corpus

Leadership development as an intervention in occupational health psychology (2010, unknown): “It is conceivable, although the authors did not test the hypothesis, that in enhancing leaders’ safety attitudes, Mullen and Kelloway (2009) enhanced leaders’ own safety behaviours.”
Self-interest and knowledge-sharing intentions: the impacts of transformational leadership climate and HR practices (2013, background): “Parry and Sinha 2005 ; Mullen and Kelloway 2009 ; Hardy et al.”
Safety leadership: A meta‐analytic review of transformational and transactional leadership styles as antecedents of safety behaviours (2013, background): “Although there is evidence that leadership interventions are effective in changing leader behaviour, most of these have focused on transformational leadership (e.g., Barling, Weber, & Kelloway, 1996; Dvir, Eden, Avolio, & Shamir, 2002; Mullen & Kelloway, 2009).”
Supervisors’ engagement in safety leadership: Factors that help and hinder (2013, background): “…supervisors’ safety leadership behaviors, such as safety coaching, sharing safety values and safety communication, and employees’ safety behaviors (Barling et al., 2002; Conchie and Donald, 2009; Conchie et al., 2012; Kelloway et al., 2006; Mullen and Kelloway, 2009; Törner and Pousette, 2009).”
Inconsistent style of leadership as a predictor of safety behaviour (2011, unknown): “Mullen and Kelloway (2009) reported on a training intervention designed to increase safety-specific transformational leadership; they found that the intervention resulted in enhanced employee perceptions of leadership and in improved safety outcomes among the employees of the trained leaders.”
Greening organizations through leaders' influence on employees' pro-environmental behaviors (2013, unknown): “…few studies have focused on transformational leadership that influence targeted behaviors, safety has been the focus of inquiry (Barling et al., 2002; Conchie & Donald, 2009; Conchie, Taylor & Donald, 2012; Kelloway, Mullen, & Francis, 2006; Mullen & Kelloway, 2009; Mullen, Kelloway, & Teed, 2011).”
Transformational leadership and employee psychological well-being: The mediating role of employee trust in leadership (2012, background): “Specifically, it is plausible that interventions that attempt to achieve high quality leadership in the workplace might be associated not only with enhanced work performance (Barling, Weber, & Kelloway, 1996) and occupational safety (Mullen & Kelloway, 2009 ), but also with enhanced psychological w”
Contrasting the nature and effects of environmentally specific and general transformational leadership (2017, unknown): “…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).”
How leaders differentially motivate safety compliance and safety participation: The role of monitoring, inspiring, and learning (2013, background): “, 2006; Zohar, 2002), these research efforts tended to focus on the effect of transformational leadership on safety participation (Clarke and Ward, 2006; Hofmann et al., 2003; Mullen and Kelloway, 2009).”
Safety leadership practices for organizational safety compliance: developing a research agenda from a review of the literature (2016, background): “Leadership defined by the standard measures of MLQ or LMX (Table 5) was deemed in these reported studies to be an antecedent to several different safety behavioural outcomes, most commonly safety compliance and safety participation, although safety citizenship, including voice, and safety consciousn”