Article

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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    • "Managerial pressure has a direct impact on employee safety habits (Westaby and Lowe, 2005), and passive management approaches are associated with lower levels of safety compliance and higher injury rates (Mullen et al., 2011; Kelloway et al., 2006). Dimensions of LMX are also associated with greater rule following and compliance with procedures (see Clarke 2013 for a meta-analytic review). "
    The Wharton School, University of Pennsylvania, 7th Annual Conference, People and Organizations., Philadelphia, PA; 10/2014
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    • "Among them, the former three measure transformational leadership, and the latter three concern transactional leadership (Zohar, 2002). The former three factors are usually combined into " an overall measure of transformational leadership " (Kelloway et al., 2006, p. 78 & 79). By inspirational appeals, e.g. using emotional language to highlight new tasks and arouse enthusiasm, leaders develop employee commitment (Clarke and Ward, 2006). "
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    • "Thus, charismatic leadership emphasises the ability of leaders to challenge and inspire their followers in such a way that they become eager and willing to contribute to the goals set by the organisation and to identify themselves with its mission and vision. Kelloway et al. (2005, 2006) support the idea that a leadership style demonstrating charismatic features leads to more positive feelings concerning available opportunities as well as to an improved sense of competence among followers ( Jex and Bliese, 1999; Jex et al., 2001; Stetz et al., 2006). A recent study among Turkish hotel employees found that perceived charismatic leadership style was positively related to a higher quality of IJCHM 26,1 work life and in turn, through the mediation of lower burnout levels, to higher life satisfaction levels (Kara et al., 2013). "
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