The Impact of Transformational Leadership on Safety Climate and Individual Safety Behavior on Construction Sites

Dados Bibliográficos

ID15499239
AutoresYuzhong Shen (0000-0002-6336-3082, Shanghai Normal University, autor correspondente), Chuanjing Ju (0000-0003-4714-7184, Southeast University), Tas Yong Koh (University of Hong Kong), Tas Koh (Department of Real Estate and Construction, The University of Hong Kong, Pokfulam Road, Hong Kong, China), Steve Rowlinson (0000-0001-5682-8710, University of Hong Kong), Adrian Bridge (0000-0001-5118-5621, Queensland University of Technology)
Ano2017
Volume14
Fascículo1
Páginas45-45
Data de publicação2017-01-05
Peer ReviewedSim
Open AccessSim
TipoARTICLE
PeriódicoInternational Journal of Environmental Research and Public Health (JOURNAL)
Identificadores do periódicoISSN: 1661-7827 • E-ISSN: 1660-4601
EditoraMultidisciplinary Digital Publishing Institute (PUBLISHER • CH)
DOI10.3390/ijerph14010045
PMID28067775
OpenAlexW2570396001
IdiomaEN
Citações recebidas29
Referências citadas51

Unsafe acts contribute dominantly to construction accidents, and increasing safety behavior is essential to reduce accidents. Previous research conceptualized safety behavior as an interaction between proximal individual differences (safety knowledge and safety motivation) and distal contextual factors (leadership and safety climate). However, relatively little empirical research has examined this conceptualization in the construction sector. Given the cultural background of the sample, this study makes a slight modification to the conceptualization and views transformational leadership as an antecedent of safety climate. Accordingly, this study establishes a multiple mediator model showing the mechanisms through which transformational leadership translates into safety behavior. The multiple mediator model is estimated by the structural equation modeling (SEM) technique, using individual questionnaire responses from a random sample of construction personnel based in Hong Kong. As hypothesized, transformational leadership has a significant impact on safety climate which is mediated by safety-specific leader-member exchange (LMX), and safety climate in turn impacts safety behavior through safety knowledge. The results suggest that future safety climate interventions should be more effective if supervisors exhibit transformational leadership, encourage construction personnel to voice safety concerns without fear of retaliation, and repeatedly remind them about safety on the job

Antecedent (behavioral psychology · Conceptualization · Environmental health · Poison control · Psychological intervention · Psychological safety · Safety behaviors · Sample (material · Structural equation modeling · Transformational leadership · Applied Psychology · Computer Science · Construction Project Management and Performance · Human Factors and Ergonomics · Medicine · Occupational Health and Safety Research · Psychology · Risk and Safety Analysis · Social Psychology