The mediator role of the perceived working conditions and safety leadership on the relationship between safety culture and safety performance: A case study in a Portuguese construction company

Abstract

Occupational accidents in the construction sector are still a major concern with relevant costs at different levels, both individually and socially. We developed and tested two structural equation models to study, from the workers’ point of view, the mediator role of working conditions and safety leadership on the relationship between safety culture and safety performance, in a Portuguese firm. This quantitative and correlational case study applied a questionnaire to a convenience sample of 320 workers. A structural equation modeling analysis showed that safety culture was predominant in predicting safety performance and that working conditions mediated this relationship, but safety leadership did not. The results allow company’s managers gaining certain insights about the role of safety culture, working conditions and safety leadership on safety performance prediction and in the work accidents’ prevention. Furthermore, likely may help to understand what is going on in other firms, in construction sector in Portugal, and to identify problematic areas needing to be addressed.

Safety Leadership: A Catalyst for Positive Safety Climate on Construction Sites

“…The study has determined that the influence of SL on safety training is robust and statistically significant (standardized β = 0.82, p < 0.001). However, SL is founded on interactions that consider both organizational and individual factors [36,37]. The correlation between the dynamic interactions between an IS and a professional and the perception of ST is intriguing.…”

“…The study reveals a noteworthy and statistically significant relationship between SL and the perception of group dynamics and safety culture (standardized β = 0.59, p < 0.001). However, SL is based on interactions that consider both organizational and individual factors [36,37]. The correlation between the dynamic interactions between ISs and professionals and the perception of GDSC is intriguing.…”

“…Its primary objective is to achieve specific organizational goals [34,35]. SL, in the context of safety, specifically in industries such as construction, refers to the implementation of physical safety protocols within a workplace or organization by assigned leaders [36,37]. These leaders demonstrate a commitment to both prioritizing health and safety in the workplace and serving as role models for others to emulate [39].…”

“…SL involves the bidirectional interactions between leaders and their subordinates i.e., followers, where leaders have the ability to exert influence on followers in order to achieve safety goals within the organization [75]. Both organizational and individual factors are considered in these interactions [36,37]. Construction managers have a significant impact on the safety performance of professionals by employing effective leadership practices [76].…”

“…Leadership encompasses the deliberate selection, comprehensive training, suitable preparation, and effective influence of individuals who adhere to a leader, with the ultimate objective of attaining specific organizational objectives [34,35]. Safety leadership (SL), as defined by Magalhães et al (2022) and Zhu et al (2005) [36,37], is a distinct approach designed specifically for enhancing safety in industries such as construction. The subject matter concerns the execution of safety protocols within a workplace or organization by individuals who have been assigned leadership roles [38].…”