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Authentic leader, safe work: the influence of leadership on safety performance


Author Info

  • Flávia de Souza Costa Neves Cavazotte

    (Pontifícia Universidade Católica do Rio de Janeiro)

  • Cristiano José Pereira Duarte


  • Anna Maria Calvão Gobbo

    (Pontifícia Universidade Católica do Rio de Janeiro)

Registered author(s):


    This study analyzed the influence of authentic leadership on the workers’ safety performance, investigating the psychological mechanisms that explain the connection between authenticity and workplace safety. In addition, individual characteristics that could affect this behavior were also surveyed. The study was conducted based on a sample of 186 workers involved in projects within the oil industry. Results suggested that authentic leadership is associated with the feedback provided by supervisors as well as with worker’s perception of justice and their safety performance. Furthermore, perception of justice seems to be a relevant route through which more authentic leaders would promote safe behaviors among their followers. It was also observed that individuals who are more conscientious and less prone to take risks are also those who engage more frequently in safe behavior in the workplace.

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    Bibliographic Info

    Article provided by Fucape Business School in its journal Brazilian Business Review.

    Volume (Year): 10 (2013)
    Issue (Month): 2 (June)
    Pages: 95-119

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    Handle: RePEc:bbz:fcpbbr:v:10:y:2013:i:2:p:95-119

    Contact details of provider:
    Postal: Fucape Business School Brazilian Business Review Av. Fernando Ferrari, 1358, Boa Vista CEP 29075-505 Vitória-ES
    Phone: +55 27 4009-4423
    Fax: +55 27 4009-4422
    Web page:
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    Related research

    Keywords: Authentic leadership; perception of justice; personality; feedback; workplace safety.;


    References listed on IDEAS
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    1. Sovacool, Benjamin K., 2008. "The costs of failure: A preliminary assessment of major energy accidents, 1907-2007," Energy Policy, Elsevier, vol. 36(5), pages 1802-1820, May.
    2. Nigel Nicholson & Emma Soane & Mark Fenton-O'Creevy & Paul Willman, 2005. "Personality and domain-specific risk taking," Journal of Risk Research, Taylor & Francis Journals, vol. 8(2), pages 157-176, March.
    3. Iain Cameron & Roy Duff, 2007. "A critical review of safety initiatives using goal setting and feedback," Construction Management and Economics, Taylor & Francis Journals, vol. 25(5), pages 495-508.
    4. Ian A. Harwood & Stephen C. Ward & Chris B. Chapman, 2009. "A grounded exploration of organisational risk propensity," Journal of Risk Research, Taylor & Francis Journals, vol. 12(5), pages 563-579, July.
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