The influence of safety leadership on nurses’ safety behavior: The mediating role of safety knowledge and motivation

Safety “works”: the influence of safety coaching on work engagement

“…Within the context of the COVID-19 pandemic, safety coaching involves actions and measures through which the employer acts as a role model and demonstrates adherence to behaviors appropriate to COVID-19, such as wearing masks and discouraging in-person interactions, to underscore the significance of such behavior in the prevention of the pandemic (Lahlouh et al, 2023;Subramaniam et al, 2023;Unur et al, 2022;Zhang et al, 2020). It also includes conducting online skill training for employees who shifted to an online work environment as well as the alleviation of task conflicts among individuals and departments in such an uncertain context (Lahlouh et al, 2023;Subramaniam et al, 2023;Unur et al, 2022;Zhang et al, 2020). Furthermore, safety coaching involves employers' attempts to engage their employees' intellect, sharing their perspectives and including them during decision-making (Wu, 2005).…”

“…Safety coaching enables organizations to enhance safe working behaviors among their members (Geller et al, 2004) by fostering the central values of empathy, emotion and empowerment (Geller, 2011), setting expectations, and inculcating a sense of accountability and responsibility among them (Passmore et al, 2015). It has also been found to encourage safe behaviors among employees amid the COVID-19 pandemic (Draghici et al, 2022;Subramaniam et al, 2023;Unur et al, 2022;Zhang et al, 2020). The question that follows is whether organizations also reap other benefits beyond safety behaviors as they utilize safety coaching amid the COVID-19 pandemic.…”

“…response →Organizational trust →Work engagement Level of confidence for all confidence intervals in output: 95% Bootstrap samples for bias corrected bootstrap confidence intervals: 5,000 BootULCI: upper limit confidence interval, BootLLCI: lower limit confidence interval Source(s): Discussion and concluding remarks The present study aimed to understand the role of safety coaching in organizations during the COVID-19 pandemic. While safety coaching is found to enhance safety-related behaviors among employees (Draghici et al, 2022;Subramaniam et al, 2023;Unur et al, 2022;Zhang et al, 2020), its impact on non-safety-related outcomes has mainly been underexplored in extant literature (Passmore et al, 2015). Only a handful of studies have focused on examining the influence of safety coaching on employees' non-safety-related outcomes.…”

“…Consequently, the pandemic has presented a novel context for scholars to better understand the safety measures implemented by the organizations and their implications. Safety coaching is one such measure that has been adopted by organizations as a response to the pandemic (Lahlouh et al, 2023;Subramaniam et al, 2023;Unur et al, 2022;Zhang et al, 2020). Accordingly, scholars have directed their attention toward examining the implications of safety coaching, including safety climate, safety performance, safe behavior, safety knowledge and motivation (Draghici et al, 2022;Subramaniam et al, 2023;Unur et al, 2022;Zhang et al, 2020).…”

“…Safety coaching is one such measure that has been adopted by organizations as a response to the pandemic (Lahlouh et al, 2023;Subramaniam et al, 2023;Unur et al, 2022;Zhang et al, 2020). Accordingly, scholars have directed their attention toward examining the implications of safety coaching, including safety climate, safety performance, safe behavior, safety knowledge and motivation (Draghici et al, 2022;Subramaniam et al, 2023;Unur et al, 2022;Zhang et al, 2020). While these studies have constructively advanced the scholarly understanding of safety coaching and its outcomes, they have largely assessed the role of safety coaching as a facilitator of safety-related outcomes among employees.…”