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Safety leadership: A longitudinal study of the effects of transformational leadership on safety outcomes
Author(s) -
Mullen Jane E.,
Kelloway E. Kevin
Publication year - 2009
Publication title -
journal of occupational and organizational psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.257
H-Index - 114
eISSN - 2044-8325
pISSN - 0963-1798
DOI - 10.1348/096317908x325313
Subject(s) - transformational leadership , multivariate analysis of variance , psychology , leadership style , test (biology) , psychological intervention , applied psychology , multivariate analysis , social psychology , medicine , paleontology , machine learning , psychiatry , computer science , biology
Transformational leadership based interventions were assessed using a pre‐test, post‐test, and control group design. Leaders ( N =54) from 21 long‐term health care organizations were randomly assigned to general transformational leadership training, safety‐specific transformational leadership training, or a control group. Multivariate analysis of variance (MANOVA) showed that leadership training resulted in significant effects on manager post‐training ratings of safety attitudes, intent to promote safety, and self‐efficacy. The effects of leadership training on employee ( N =115) perceptions of leader safety‐specific transformational leadership, safety climate, safety participation, safety compliance, safety‐related events and, injuries were also assessed. Multivariate analysis of covariance (MANCOVA), with the pre‐test scores as the covariates, showed that leadership training resulted in significant effects on the safety‐specific transformational leadership and safety climate outcomes.