Employer safety obligations, transformational leadership and their interactive effects on employee safety performance

Show simple item record

dc.creator Mullen, Jane
dc.creator Kelloway, E. Kevin
dc.creator Teed, Michael
dc.date.accessioned 2021-10-05T12:44:23Z
dc.date.available 2021-10-05T12:44:23Z
dc.date.issued 2017-01
dc.identifier.issn 0925-7535
dc.identifier.uri http://library2.smu.ca/xmlui/handle/01/29946
dc.description Accepted Version en_CA
dc.description.abstract We examine the moderating effect of safety-specific transformational leadership on the relationship between perceived employer safety obligations and employee safety performance behaviour and attitudes. Drawing on social exchange theory, and using data from a cross-sectional (N = 115) and a longitudinal (N = 140) sample of trade employees, we show that perceived employer safety obligations are positively associated with employee safety compliance, safety participation and attitudes. Safety-specific transformational leadership was positively and significantly associated with employee safety compliance, safety participation and safety attitudes. Leadership also acted as a moderator such that the relationships between perceived employer safety obligations and the safety outcomes (safety compliance, safety participation, safety attitudes) are stronger when safety-specific transformational leadership is high, as opposed to when low. We provide theoretical and practical implications stemming from this study and suggest directions for future research aimed at improving safety performance behaviour and attitudes within organizations. en_CA
dc.description.provenance Submitted by Sherry Briere (sherry.briere@smu.ca) on 2021-10-05T12:44:23Z No. of bitstreams: 1 Kelloway_E_Kevin_article_2017.pdf: 386593 bytes, checksum: 79702afa2c55e9cde6326c771d2a42a3 (MD5) en
dc.description.provenance Made available in DSpace on 2021-10-05T12:44:23Z (GMT). No. of bitstreams: 1 Kelloway_E_Kevin_article_2017.pdf: 386593 bytes, checksum: 79702afa2c55e9cde6326c771d2a42a3 (MD5) Previous issue date: 2017-01 en
dc.language.iso en en_CA
dc.publisher Elsevier B.V. en_CA
dc.relation.uri https://doi.org/10.1016/j.ssci.2016.09.007
dc.rights © 2019. <a rel="license" href="http://creativecommons.org/licenses/by/4.0/"><img alt="Creative Commons License" style="border-width:0" src="https://i.creativecommons.org/l/by/4.0/80x15.png" /></a> This work is licensed under a <a rel="license" href="http://creativecommons.org/licenses/by/4.0/">Creative Commons Attribution 4.0 International License</a>
dc.title Employer safety obligations, transformational leadership and their interactive effects on employee safety performance en_CA
dc.type Text en_CA
dcterms.bibliographicCitation Safety Science 91, 405-412. (2017) en_CA
 Find Full text

Files in this item


 

Copyright statement:

 
© 2019. Creative Commons License This work is licensed under a Creative Commons Attribution 4.0 International License
 
Published Version: https://doi.org/10.1016/j.ssci.2016.09.007
 
 

This item appears in the following Collection(s)

Show simple item record

Search DSpace


Browse

My Account