Divergent effects of transformational and passive leadership on employee safety

Department of Management, Saint Mary's University, Halifax, NS, Canada.
Journal of Occupational Health Psychology (Impact Factor: 2.07). 02/2006; 11(1):76-86. DOI: 10.1037/1076-8998.11.1.76
Source: PubMed

ABSTRACT The authors concurrently examined the impact of safety-specific transformational leadership and safety-specific passive leadership on safety outcomes. First, the authors demonstrated via confirmatory factor analysis that safety-specific transformational leadership and safety-specific passive leadership are empirically distinct constructs. Second, using hierarchical regression, the authors illustrated, contrary to a stated corollary of transformational leadership theory (B. M. Bass, 1997), that passive leadership contributes incrementally to the prediction of organizationally relevant outcomes, in this case safety-related variables, beyond transformational leadership alone. Third, further analyses via structural equation modeling showed that both transformational and passive leadership have opposite effects on safety climate and safety consciousness, and these variables, in turn, predict safety events and injuries. Implications for research and application are discussed.

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