Safety leadership: A longitudinal study of the effects of transformational leadership on safety outcomes

Mullen, Jane; Kelloway, E. Kevin

doi:10.1348/096317908x325313

Cited by 277 publications

(246 citation statements)

References 48 publications

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“…Leader characteristics and behaviors work to reduce hospital errors through enabling and shaping perceptions of safety climate. Transformational leadership-providing an inspiring vision and fostering identification with it-is the leader characteristic most strongly associated with improving safety culture and safety outcomes (92), and transformational leadership can also be taught (96).…”

Section: Internal Motivatorsmentioning

confidence: 99%

Reducing Hospital Errors: Interventions that Build Safety Culture

Singer¹,

Vogus

2013

Annu. Rev. Public Health

152

145

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Hospital errors are a seemingly intractable problem and continuing threat to public health. Errors resist intervention because too often the interventions deployed fail to address the fundamental source of errors: weak organizational safety culture. This review applies and extends a theoretical model of safety culture that suggests it is a function of interrelated processes of enabling, enacting, and elaborating that can reduce hospital errors over time. In this model, enabling activities help shape perceptions of safety climate, which promotes enactment of safety culture. We then classify a broad array of interventions as enabling, enacting, or elaborating a culture of safety. Our analysis, which is intended to guide future attempts to both study and more effectively create and sustain a safety culture, emphasizes that isolated interventions are unlikely to reduce the underlying causes of hospital errors. Instead, reducing errors requires systemic interventions that address the interrelated processes of safety culture in a balanced manner.

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Section: Internal Motivatorsmentioning

confidence: 99%

Reducing Hospital Errors: Interventions that Build Safety Culture

Singer¹,

Vogus

2013

Annu. Rev. Public Health

152

145

View full text Add to dashboard Cite

show abstract

“…Another research found that a transformational CEO motivates and inspires others to excel towards both organisational and individual excellence (Zhu et al 2005). In the healthcare industry, safety-specific transformational leadership training is considered as a low cost intervention that has positive effects on a variety of safety outcomes including safety climate (Mullen and Kelloway 2009). …”

Section: Transformational Leadershipmentioning

confidence: 99%

The roles of emotional intelligence, interpersonal skill, and transformational leadership on improving construction safety performance

Sunindijo

Zou

2013

CEB

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Due to the characteristics of the construction industry, human skills are essential for working with and through others in managing safety. Previous research has shown that emotional intelligence, interpersonal skill, and transformational leadership are human skill components that generate superior performance in today's workplace. The aim of this research is to investigate the influence of project management personnel's human skills (in terms of emotional intelligence, interpersonal skill and transformational leadership) on the implementation of safety management tasks and development of safety climate in construction projects. The structural equation modelling (SEM) method was applied to analyse the quantitative data collected via surveys and to establish interrelationship among the research variables. The results indicate that emotional intelligence is a key factor for developing interpersonal skill and transformational leadership, and for implementing safety management tasks which leads to the development of safety climate. This research also found that interpersonal skill is needed for becoming transformational leaders who contribute to the development of safety climate.

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“…The markers of a transformational leader range from the articulation of strongly-held beliefs to an overall commitment to the organisation (Bass and Bass 2009). It was outlined by Mullen and Kelloway (2009) that there is a considerable lack of transformational based leadership interventions targeted towards safety within the leadership literature. This gap will be addressed through this research under the guise of defining safety leadership.…”

Section: Literature Review General Leadershipmentioning

confidence: 99%

“…Safety leadership within itself is a concept that borrows heavily from the leadership framework with specifics being based upon transformational leadership (Mullen and Kelloway, 2009). Throughout this research, safety leadership will be explored and defined with the main research question being framed as: How do leaders within the construction environment define safety leadership and how does safety leadership differ from other leadership disciplines?…”

Section: Introductionmentioning

confidence: 99%

Safety Leadership Defined within the Australian Construction Industry

Daniel

2015

CEB

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This research explores the tenets of safety leadership within the Australian construction environment. The scope of this research aims to establish a universal definition of safety leadership and how it differs from other leadership disciplines. The literature review into this topic was governed by the parent disciplines of Safety and Leadership. Gaps were identified in the literature that indicated safety leadership is not a well-defined concept and much of the work into safety leadership has been borrowed from other schools of leadership. An exploratory research methodology was utilised which rooted the research into the post-positivist methodology. There were twenty interviews conducted for this research, with participants coming from various leadership positions across multiple construction projects around Australia. Findings detailed a saturation of data that allowed for an empirical definition towards safety leadership to be established. As a person’s scope of responsibility increases, their view of safety leadership becomes synonymous with leadership; although differences do exist. These differences were attributed to the importance of demonstrating safety and working within the legal framework of Australian construction projects. It is proposed that this research offers a substantial contribution to knowledge, based upon a well-defined definition into safety leadership.

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Safety leadership: A longitudinal study of the effects of transformational leadership on safety outcomes

Cited by 277 publications

References 48 publications

Reducing Hospital Errors: Interventions that Build Safety Culture

Reducing Hospital Errors: Interventions that Build Safety Culture

The roles of emotional intelligence, interpersonal skill, and transformational leadership on improving construction safety performance

Safety Leadership Defined within the Australian Construction Industry

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