1,150
Views
7
CrossRef citations to date
0
Altmetric
Articles

How transactional and transformational safety leadership behaviours are demonstrated within the construction industry

ORCID Icon, ORCID Icon &
Pages 374-390 | Received 02 Feb 2021, Accepted 13 Mar 2022, Published online: 24 Mar 2022

References

  • Antonakis, J., Avolio, B.J., and Sivasubramaniam, N., 2003. Context and leadership: an examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire. The leadership quarterly, 14 (3), 261–295.
  • Ashkanasy, N. M., Trevor-Roberts, E., and Kennedy, J., 2004. The Egalitarian leader: leadership in Australia and New Zealand. In: D. Tjosvold and K. Leung, Eds., Leading in High Growth Asia: managing realtionship for teamwork and change. Singapore: World Scientific Publishing.
  • Barling, J., Loughlin, C., and Kelloway, E., 2002. Development and test of a model linking safety-specific transformational leadership and occupational safety. Journal of applied psychology, 87 (3), 488–496.
  • Bass, B. M., 1985. Leadership and performance beyond expectations. New York: Free Press.
  • Bass, B.M., 1990. From transactional to transformational leadership: learning to share the vision. Organizational dynamics, 18 (3), 19–31.
  • Bass, B. M., and Riggio, R. E., 2006. Transformational leadership, 2nd ed., London: Lawrence Erlbaum Associates.
  • Bohman, J., 2002. How to make a social science practical: Pragmatism, critical social science and multi-perspectival theory. Millennium, 31 (3), 499–524.
  • Borsting Jacobsen, H., et al., 2013. Construction workers struggle with a high prevalence of mental distress, and this is associated with their pain and injuries. Journal of occupational and environmental medicine, 55 (10), 1197–1204.
  • Boschman, J., et al., 2013. Psychosocial work environment and mental health among construction workers. Applied ergonomics, 44 (5), 748–755.
  • Braun, V., and Clarke, V., 2006. Using thematic analysis in psychology. Qualitative research in psychology, 3 (2), 77–101.
  • Bryman, A., and Bell, E., 2011. Business research methods (3rd ed.). Oxford: Oxford University Press.
  • Cigularov, K., Chen, P., and Rosecrance, J., 2010. The effects of error management climate and safety communication on safety: a multi-level study. Accident, analysis and prevention, 42 (5), 1498–1506.
  • Clarke, S., 2013. Safety leadership: a meta-analytic review of transformational and transactional leadership styles as antecedents of safety behaviours. Journal of occupational and organizational psychology, 86, 22–49.
  • Clarke, V., and Braun, V., 2017. Thematic analysis. The journal of positive psychology, 12 (3), 297–298.
  • Conchie, S., and Donald, I., 2009. The moderating role of safety-specific trust on the relation between safety-specific leadership and safety citizenship behaviors. Journal of occupational health psychology, 14 (2), 137.
  • Conchie, S., Moon, S., and Duncan, M., 2013. Supervisors’ engagement in safety leadership: factors that help and hinder. Safety science, 51 (1), 109–117.
  • Fang, D., Wu, C., and Wu, H., 2015. Impact of the supervisor on worker safety behavior in construction projects. Journal of management in engineering, 31 (6), 04015001.
  • Fereday, J., and Muir-Cochrane, E., 2006. Demonstrating rigor using thematic analysis: a hybrid approach of inductive and deductive coding and theme development. International journal of qualitative methods, 5 (1), 80–92.
  • Flin, R., and Yule, S., 2004. Leadership for safety: industrial experience, quality safety health care. Quality and safety in health care, 13, ii45–ii51.
  • Galton, F., 1869. Hereditary genius. London, England: Macmillan.
  • Grill, M., and Nielsen, K., 2019. Promoting and impeding safety – a qualitative study into direct and indirect safety leadership practices of constructions site managers. Safety science, 114, 148–159. Volume
  • Grill, M., et al., 2019. The leadership practices of construction site managers and their influence on occupational safety: an observational study of transformational and passive/avoidant leadership. Construction management and economics, 37 (5), 278–293.
  • Hammersley, M. and Atkinson, P. 2007. Ethnography: principles in practice, 3rd Edition. Oxon: Routledge.
  • Hampton, P., Chinyio, A., and Riva, S., 2019. Framing stress and associated behaviours at work: an ethnography study in the United Kingdom. Engineering, construction and architectural management, 26 (11), 2566–2580.
  • Hardison, D., et al., 2014. Identifying construction supervisor competencies for effective site safety. Safety science, 65, 45–53.
  • Harvey, E., Waterson, P., and Dainty, A., 2018. Beyond ConCA: rethinking causality and construction accidents. Applied ergonomics, 73, 108–121.
  • Hinkin, T.R., and Tracey, J.B. 1994. Transformational Leadership in the Hospitality Industry. Hospitality Research Journal. 18(1), 49–63.
  • Hinze, J. 2002. Safety incentives: do they reduce injuries? Practice periodical on structural design and construction, 7 (2), 81–84.
  • Inness, M., et al., 2010. Transformational leadership and employee safety performance: a within-person, between-jobs design. Journal of occupational health psychology, 15 (3), 279–290.
  • Jenkins, W.O., 1947. A review of leadership studies with particular reference to military problems. Psychological bulletin, 44, 54–79.
  • Jia, A., et al., 2017. Institutions and institutional logics in construction safety management: the case of climatic heat stress. Construction management and economics, 35 (6), 338–367.
  • Judge, T.A., et al., 2002. Personality and leadership: a qualitative and quantitative review. The journal of applied psychology, 87, 765–780.
  • Judge, T.A., and Piccolo, R.F., 2004. Transformational and transactional leadership: a meta-analytic test of their relative validity. The journal of applied psychology, 89 (5), 755–768.
  • Kapp, E., 2012. The influence of supervisor leadership practices and perceived group safety climate on employee safety performance. Safety science, 50 (4), 1119–1124.
  • Kaskutasa, V., et al., 2013. Fall prevention and safety communication training for foremen: report of a pilot project designed to improve residential construction safety. Journal of safety research, 44, 111–118.
  • Keiser, N., and Payne, S., 2019. Are employee surveys biased? Impression management as a response bias in workplace safety constructs. Safety science, 118, 453–465.
  • Kelloway, E., Mullen, J., and Francis, L., 2006. Divergent effects of transformational and passive leadership on employee safety. Journal of occupational health psychology, 11 (1), 76–86.
  • Kines, P., et al., 2010. Improving construction site safety through leader-based verbal safety communication. Journal of safety research, 41, 399–406.
  • Le Coze, J., 2005. Are organisations too complex to be integrated in technical risk assessment and current safety auditing? Safety science, 43 (8), 613–638.
  • LeCompte, M.D., and Goetz, J.P., 1982. Problems of reliability and validity in ethnographic research. Review of educational research, 52, 31–60.
  • Liden, R.C., and Antonakis, J., 2009. Considering context in psychological leadership research. Human relations, 62 (11), 1587–1605.
  • Lingard, H., Cooke, T., and Blismas, N., 2010. Safety climate in conditions of construction subcontracting: a multi-level analysis. Construction management and economics, 28 (8), 813–825.
  • Lingard, H., Zhang, R., and Oswald, D., 2019. Effect of leadership and communication practices on the safety climate and behaviour of construction workgroups. Engineering, construction and architectural management, 26 (6), 886–906.
  • Martínez-Córcoles, M., et al., 2013. Empowering team leadership and safety performance in nuclear power plants: a multilevel approach. Safety science, 51 (1), 293–301.
  • Mesu, J., Saunders, K., and van Riemsdijk, M., 2015. Transformational leadership and organisational commitment in manufacturing and service small to medium-sized enterprises: the moderating effects of directive and participative leadership. Personnel review, 44 (6), 970–990.
  • Mills, J., and Boardley, I., 2016. Expert Premier League soccer managers’ use of transformational leadership behaviours and attitude towards sport integrity: an intrinsic case study. International journal of sports science & coaching, 11 (3), 11.
  • Mullen, J., and Kelloway, K., 2009. Safety leadership: a longitudinal study of the effects of transformational leadership on safety outcomes. Journal of occupational and organizational psychology, 82, 253–272.
  • Mullen, J., Kelloway, K., and Teed, M., 2011. Inconsistent style of leadership as a predictor of safety behaviour. Work & stress, 25 (1), 41–54.
  • Mullen, J., Kelloway, K., and Teed, M., 2017. Employer safety obligations, transformational leadership and their interactive effects on employee safety performance. Safety science, 91, 405–412.
  • Mumford, T.V., Campion, M.A., and Morgeson, F.P., 2007. The leadership skills strataplex: leadership skill requirements across organizational levels. The leadership quarterly, 18, 154–166.
  • O’Reilly, K., 2012. Ethnographic methods, 2nd ed., Oxon: Routledge.
  • Ojuola, J., Mostafa, S., and Mohamed, S., 2020. The role of leadership in safety outcomes within oil and gas organisations. Safety and reliability, 39 (2), 121–133.
  • Oswald, D., et al., 2020. An industry structured for unsafety? An exploration of the cost-safety conundrum in construction project deliver. Safety science, 122, 104535.
  • Oswald, D., et al., 2018. Exploring safety management challenges for multi-national construction workforces: a UK case study. Construction management and economics, 36 (5), 291–301.
  • Pilbeam, C., et al., 2016. Safety leadership practices for organizational safety compliance: developing a research agenda from a review of the literature. Safety science, 86, 110–121.
  • Pink, S., Tutt, D., and Dainty, A., 2013. Ethnographic research in the construction industry. Routledge: Oxon.
  • Proven, D., Rae, A., and Dekker, S., 2019. An ethnography of the safety professional’s dilemma: safety work or the safety of work? Safety science, 117, 276–289.
  • Shen, Y., et al., 2017. The impact of transformational leadership on safety climate and individual safety behavior on construction sites. International journal of environmental research and public health, 14, 45.
  • Sherratt, F., 2016. Unpacking construction site safety. Oxford: John Wiley & Sons.
  • Stogdill, R.M., 1948. Personal factors associated with leadership; a survey of the literature. The journal of psychology, 25, 35–71.
  • Sunindijo, R.Y., and Zou, P.X.W., 2013. The roles of emotional intelligence, interpersonal skill, and transformational leadership on improving construction safety performance. Construction economics and building, 13 (3), 97–113.
  • Trevor-Roberts, E., Ashkanasy, N.M., and Kennedy, J.C., 2003. The egalitarian leader: a comparison of leadership in Australia and New Zealand. Asia pacific journal of management, 20 (4), 517–540.
  • Tutt, D., et al., 2013. In the air’ and below the horizon: migrant workers in UK construction and the practice-based nature of learning and communicating OHS. Construction management and economics, 31 (6), 515–527.
  • Vroom, V.H., and Jago, A.G., 2007. The role of the situation in leadership. The American psychologist, 62 (1), 17–24.
  • Willis, S., Clarke, S., and O’Connor, E., 2017. Contextualizing leadership: transformational leadership and management-by-exception-active in safety-critical contexts. Journal of occupational and organizational psychology, 90, 281–305.
  • Wu, T.C., et al., 2011. Safety leadership and safety performance in petrochemical industries: the mediating role of safety climate. Journal of loss prevention in the process industries, 24 (6), 716–721.
  • Yukl, G. 2013. Leadership in Organizations, 8th Edition. New Jersey: Person Education.
  • Zhang, L., et al., 2018. Perceiving interactions and dynamics of safety leadership in construction projects. Safety science, 106, 66–78.
  • Zohar, D., 2002. The effects of leadership dimensions, safety climate, and assigned priorities on minor injuries in work groups. Journal of organizational behavior, 23 (1), 75–92. Vol
  • Zou, P.X.W., Sunindijo, R.Y., and Dainty, A.R.J., 2014. A mixed methods research design for bridging the gap between research and practice in construction safety. Safety science, 70, 316–326.

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.