Authentic leader, safe work: the influence of leadership on safety performance
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.
Volume (Year): 10 (2013)
Issue (Month): 2 (June)
|Contact details of provider:|| Postal: |
Phone: +55 27 4009-4423
Fax: +55 27 4009-4422
Web page: http://www.bbronline.com.br/
More information through EDIRC
References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- 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.
- 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.
- 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.
When requesting a correction, please mention this item's handle: RePEc:bbz:fcpbbr:v:10:y:2013:i:2:p:95-119. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Sarah Lasso)
If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.
If references are entirely missing, you can add them using this form.
If the full references list an item that is present in RePEc, but the system did not link to it, you can help with this form.
If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your profile, as there may be some citations waiting for confirmation.
Please note that corrections may take a couple of weeks to filter through the various RePEc services.