Authentic leader, safe work: the influence of leadership on safety performance
This study analyzed the influence of authentic leadership on the workersâ€™ 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 workerâ€™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.
Volume (Year): 10 (2013)
Issue (Month): 2 (June)
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- 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.
- 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.
- 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.
- 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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