عنوان مقاله
اثرات تشخیصی ابعاد رهبری تحول گرا بر ایمنی کارکنان
فهرست مطالب
مقدمه
روش ها
نتایج
بحث
نتیجه گیری
بخشی از مقاله
رهبری تعامل گرا و تحول گرا
رهبری تعامل گراو تحول گرا به شکل ساختارهای چند بعدی متشکل از ابعاد وابسته اما از لحاظ نظری متمایز مفهوم سازی شده است. رفتار رهبری تعامل گرا را می توان به سه بعد تقسیم نمود:
پاداشهای مشروط
مدیریت برمبنای استثنای فعال
مدیریت برمبنای استثنای غیر فعال.
کلمات کلیدی:
The differential effects of transformational leadership facets on employee safety Krista Hoffmeister a,⇑ , Alyssa M. Gibbons a , Stefanie K. Johnson b , Konstantin P. Cigularov c , Peter Y. Chen d , John C. Rosecrance e a Colorado State University, Department of Psychology, 1876 Campus Delivery, Fort Collins, CO 80523, United States bUniversity of Colorado, Denver Business School, PO Box 173364 Campus Box 165, Denver, CO 80217-3364, United States cOld Dominion University, Department of Psychology, MGB250, Norfolk, VA 23529, United States dUniversity of South Australia, International Graduate School of Business, City West Campus WL5-62, Adelaide, SA 5001, Australia e Colorado State University, Department of Environmental and Radiological Health Sciences, 1681 Campus Delivery, Fort Collins, CO 80523, United States article info Article history: Received 16 February 2013 Received in revised form 4 July 2013 Accepted 7 July 2013 Available online 29 August 2013 Keywords: Leadership Safety Construction Climate abstract Transformational and transactional leadership have been associated with numerous positive safety outcomes, such as improved safety climate, increased safety behaviors, and decreased accidents and injuries. However, leadership is a complex, multidimensional construct, and there is reason to suspect that different facets of leadership may affect safety in different ways and for different reasons. Yet little research to date has considered the relationships between individual facets of transformational and transactional leadership and safety outcomes. The present study addressed this gap by using relative weights analysis to examine the unique influences of leadership facets on five employee safety outcomes. In a survey of 1167 construction pipefitters and plumbers, idealized attributes and behaviors accounted for the most variance in each of the safety outcomes, whereas individualized consideration and active management-by-exception frequently accounted for the least amount of variance. These results suggest that leadership development programs in construction should address multiple individual elements of leadership, such as core values, as well as concrete skills and behaviors. 2013 Elsevier Ltd. All rights reserved. 1. Introduction To foster a proactive approach in the prevention of workplace injuries, organizations have turned towards key predictors of safety, such as leadership (e.g., Zohar, 2002). Due to their influence within an organization, leaders can play a pivotal role in the promotion of safety at work (Flin and Yule, 2004). Although research on the relationship between leadership and safety has progressed substantially over the last 30 years, the majority of studies have focused on the influence of overall effective leadership or general leadership styles on a variety of safety outcomes (Christian et al., 2009; Nahrgang et al., 2011). For example, transformational leadership that emphasizes safety has been linked to increased employee safety behaviors (e.g., Barling et al., 2002; Conchie and Donald, 2009). This research has established the broad influence of leadership on safety; however, it has not yet examined the role of more specific facets of leadership within these general leadership models (Inness et al., 2010). Understanding the links between individual leadership facets and safety is important for both theoretical and practical reasons. First, the underlying mechanisms by which leadership may influence safety are not yet well understood (Zohar, 2011). As leadership is often conceptualized as a multidimensional construct (Bass, 1985), it is quite possible that different aspects of leadership may affect safety in different ways and for different reasons. In other words, there may be multiple paths between leaders’ behavior and employees’ safety outcomes, which are obscured when leadership is treated as a unitary construct. Indeed, there is tentative evidence in the research literature to suggest several such paths (e.g., Bruch and Walter, 2007), which we will discuss in more detail below. Establishing whether one, some, or all facets of leadership have unique influences on safety can provide useful insight about the complexity of the relationship between these variables and provide a framework for future theory development. Further, from a pragmatic perspective, determining the relative contributions of individual leadership facets to safety can aid researchers and practitioners in developing better interventions. If some facets are much more important than others in predicting outcomes, it is logical to target resources toward developing the most important 0925-7535/$ - see front matter 2013 Elsevier Ltd. All rights reserved. http://dx.doi.org/10.1016/j.ssci.2013.07.004
