Open AccessAuthentic leader, safe work: the influence of leadership on safety performance
Author(s) -
Flávia Cavazotte,
Cristiano José Pereira Duarte,
Anna Maria Calvão Gobbo
Publication year - 2013
Publication title -
brazilian business review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.176
H-Index - 4
ISSN - 1808-2386
DOI - 10.15728/bbr.2013.10.2.5
Subject(s) - authentic leadership , perception , psychology , affect (linguistics) , economic justice , social psychology , sample (material) , work (physics) , applied psychology , work behavior , business , public relations , political science , engineering , law , mechanical engineering , chemistry , communication , chromatography , neuroscience
This study analyzed the influence of authentic leadership on the workers’ safety performance, investigating the psychological mechanisms that explain the connection between authenticity and workplace safety. In addition, individual characteristics that could affect this behavior were also surveyed. The study was conducted based on a sample of 186 workers involved in projects within the oil industry. Results suggested that authentic leadership is associated with the feedback provided by supervisors as well as with worker’s perception of justice and their safety performance. Furthermore, perception of justice seems to be a relevant route through which more authentic leaders would promote safe behaviors among their followers. It was also observed that individuals who are more conscientious and less prone to take risks are also those who engage more frequently in safe behavior in the workplace.
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