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The leadership practices of construction site managers and their influence on occupational safety: an observational study of transformational and passive/avoidant leadership

Artikel i vetenskaplig tidskrift
Författare Martin Grill
Kent Nielsen
Regine Grytnes
Anders Pousette
Marianne Törner
Publicerad i Construction Management and Economics
Volym 37
Nummer/häfte 5
Sidor 278–293
ISSN 0144-6193
Publiceringsår 2019
Publicerad vid Institutionen för medicin, avdelningen för samhällsmedicin och folkhälsa, enheten för arbets-och miljömedicin
Psykologiska institutionen
Sidor 278–293
Språk en
Länkar https://doi.org/10.1080/01446193.20...
Ämnesord Leadership; safety; occupational safety; leadership behaviour; construction industry; safety climate; safety-related behaviour
Ämneskategorier Tillämpad psykologi

Sammanfattning

More than 20% of all reported occupational accidents in Europe in 2015 occurred within the construction industry. Leadership is an imperative antecedent to occupational safety. Transformational leadership is considered a central aspect of safety-promoting leadership and passive/avoidant leadership is considered a central aspect of poor safety leadership. This study aimed to comprehensively elucidate concrete, real-life transformational and passive/avoidant leadership behaviours through context-specific descriptions of day-to-day interactions between construction site managers and employees. A mixed method design was applied, combining structured observations of construction site managers, with questionnaire responses from construction employees. With this design, common method bias was eliminated. The results provide context-specific examples of transformational and passive/avoidant leadership behaviour. High proportions of observed transformational leadership was found to predict high construction site safety. High proportions of observed passive/avoidant leadership was found to predict low construction site safety. The proportion of transformational leadership behaviour was higher among site managers in Sweden than in Denmark, indicating that national cultural context may be an antecedent to safety leadership among construction site managers. Applying less passive/avoidant leadership and more transformational leadership appears to be an effective way for construction site managers to improve occupational safety in the industry.

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