Linking empowering leadership to safety participation in nuclear power plants: A structural equation model

Improving Primary Care with Human-Centered Design and Partnership-Based Leadership

“…• Enriching staff members' sense of purpose and meaning in their work by facilitating their understanding of the impact their efforts have on the organization (adapted in this project to: impact their efforts have on patients and the Clinic's effectiveness) (Martin, Liao, & Campbell, 2013;Martínez-Córcoles, Schöbel, Gracia, Tomás, & Peiró, 2012;Zhang & Bartol, 2010).…”

“…It is based on the premise that changes in the health care work environment are needed to foster deep care team engagement by reigniting the workforce's sense of purpose and meaning in their efforts with and for patients (Rishi, Morath, & Leape, 2015). Literature across various sectors internationally has reported success in enhancing employee engagement through the practice of empowering leadership behaviors (Howe, 2014;Kuo, Yin, & Li, 2008;Laschinger, Wong, McMahon, & Kaufmann, 1999;Martin, Liao, & Campbell, 2013;Martínez-Córcoles, Schöbel, Gracia, Tomás, & Peiró, 2012;Zhang & Bartol, 2010). These behaviors include fostering employees' meaningful engagement as well as their feelings of purposefulness and confidence that what they do makes a difference and really matters.…”

Leader communication approaches and patient safety: An integrated model

“…Safety citizenship includes behaviors such as calling attention to risky situations and near-misses, contributing to (informal) safety discussions, taking initiatives to improve safety, and reminding and informing co-workers of the importance of safe behaviors (cf. safety participation) (Hofmann et al, 2003;Martínez-Córcoles, Schöbel, Gracia, Tomás, & Peiró, 2012;Parker, Turner, & Griffin, 2003). In line with research regarding general OCB, a clear link has been found between certain relational leadership behaviors, such as interacting with employees and providing them with feedback, and safety citizenship behaviors (Martínez-Córcoles et al, 2012;Michael et al, 2006).…”

“…safety participation) (Hofmann et al, 2003;Martínez-Córcoles, Schöbel, Gracia, Tomás, & Peiró, 2012;Parker, Turner, & Griffin, 2003). In line with research regarding general OCB, a clear link has been found between certain relational leadership behaviors, such as interacting with employees and providing them with feedback, and safety citizenship behaviors (Martínez-Córcoles et al, 2012;Michael et al, 2006). A study by Inness, Turner, Barling, and Stride (2010) investigating the effects of transformational leadership on safety performance showed similar results (i.e., that transformational leadership motivated safety participation).…”

“…safety citizenship behaviors) was the major predictive variable of organizational effectiveness and the ability to reduce work accident rates. When employees feel encouraged to voluntarily participate and give voice to their views and opinions, it provides the organization with valuable information that is vital for identifying and detecting danger signals and dysfunctionalities in system behaviors that are not anticipated by the system design (Martínez-Córcoles et al, 2012). Considering that the key behaviors that comprise the concept of safety citizenship behavior involve giving voice to safety concerns, speaking up about incidents and accidents, and detecting errors or malfunctions that could potentially result in future accidents (Hofmann et al, 2003), it is reasonable to assume that employees who are more engaged in citizenship behaviors will report incidents to a greater extent.…”