Do Leadership Style, Unit Climate, and Safety Climate Contribute to Safe Medication Practices?

Abstract Background: Offshore oil and gas platforms have a high potential for major accidents due to sensitive operational conditions. Safety climate and leadership style have been identified as two key factors in the occurrence of unsafe behaviors. This study aimed to modeling the occurrence of unsafe behaviors based on dimensions of safety climate and organizational leadership style in oil platforms using fuzzy logic approach.Methods: This cross-sectional and modeling study was conducted in 2019 among five oil platforms located in the Persian Gulf. The sample size was 291 employees. To measure organizational leadership style and safety climate, multifactor leadership and standard occupational safety climate questionnaires were used, respectively. To determine unsafe behaviors, a checklist of unsafe acts was used. Data analysis was performed using one-way ANOVA and Pearson correlation coefficients in SPSS version 25. Fuzzy logarithmic model and MATLAB software were used for modeling.Results: There was a significant inverse relationship between transformational and transactional leadership style and the occurrence of unsafe behaviors. Moreover, finding revealed that there was a significant correlation between the dimensions of safety of workplace and the neglecting dangers and the occurrence of unsafe behaviors (P-value< 0.05). The results of the fuzzy logarithmic model also showed that mentioned parameters are important risk factors for predicting the occurrence of unsafe behaviors in oil platforms.Conclusion: Findings revealed that transformational and transactional leadership styles, safety of workplace and neglecting dangers in oil platforms are among important factors in the occurrence of unsafe behaviors. Using fuzzy logarithmic models can also be an effective way to predict and control the occurrence of unsafe behaviors in oil platforms.

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Nurses’ perception of their manager’s leadership style and unit climate: are there generational differences?

Journal of Nursing Management ◽

10.1111/j.1365-2834.2008.00964.x ◽

2009 ◽

Vol 17 (1) ◽

pp. 26-34 ◽

Cited By ~ 13

Author(s):

AMANY A. FARAG ◽

SUSAN TULLAI-MCGUINNESS ◽

MARY K. ANTHONY

Keyword(s):

Leadership Style ◽

Generational Differences ◽

Unit Climate

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DYNAMIC SAFETY INTERACTIONS FOR IMPROVING QUALITY OF WORK LIFE: A PROPOSED CONCEPTUAL FRAMEWORK FOR ENGINEERS IN MANUFACTURING INDUSTRIES

International Journal of Innovation and Industrial Revolution ◽

10.35631/ijirev.39002 ◽

2021 ◽

Vol 3 (9) ◽

pp. 09-17

Author(s):

Norizan Baba Rahim

Keyword(s):

Conceptual Framework ◽

Leadership Style ◽

Manufacturing Industry ◽

Occupational Safety ◽

Safety Climate ◽

Manufacturing Sector ◽

Injury Rate ◽

Quality Of Work Life ◽

Industrial Accidents ◽

The Impact

In Malaysia's manufacturing industry, workplace accidents and injuries are a big problem. This industry has made only minor progress in terms of reducing fatalities and significant injuries. The fatal injury rate decreased marginally; however, the previous year's severe injury rate stayed unchanged. (Department of Occupational Safety and Health (DOSH), 2021). As a result, manufacturing safety continues to be a severe issue in Malaysia. The organisational nature of industrial accidents has been highlighted in safety literature, and empirical study has focused on determining the organisational, managerial, and environmental elements that influence accident causation. The majority of prior works have emphasised the concept of safety culture (or safety climate). Scholars have recently begun to look into additional organisational elements, such as the impact of organisational environment, leadership style, and occupational stressors on industrial accidents. This study presents a conceptual framework to investigate the interaction between safety climate and safety behaviour in Malaysia's manufacturing sector, with the goal of developing more effective safety interventions to reduce accidents.

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Effect of leadership and communication practices on the safety climate and behaviour of construction workgroups

Engineering Construction & Architectural Management ◽

10.1108/ecam-01-2018-0015 ◽

2019 ◽

Vol 26 (6) ◽

pp. 886-906 ◽

Cited By ~ 6

Author(s):

Helen Lingard ◽

Rita Peihua Zhang ◽

David Oswald

Keyword(s):

Leadership Development ◽

Transactional Leadership ◽

Leadership Style ◽

Safety Climate ◽

Health And Safety ◽

Leadership Communication ◽

Content Type ◽

Transformational And Transactional Leadership ◽

Communication Practices ◽

The Relationship

Purpose The leadership style and communication practices of supervisors in the Australian construction industry were measured. The purpose of this paper is to investigate the effect of leadership style and communication practices of Australian construction supervisors on workgroup health and safety (H&S) climate and behaviour. Design/methodology/approach A questionnaire was administered to members of 20 workgroups engaged in rail construction work on the Level Crossing Removal Project and the Melbourne Metro Tunnel Project in Victoria, Australia. The survey measured components of supervisors’ transformational and transactional leadership, communication practices, the group H&S climate and workers’ self-reported H&S compliance and participation. Findings Supervisors’ transformational and transactional leadership, as well as communication practices, were all positively and significantly correlated with group H&S climate and workers’ self-reported H&S behaviours. The transformational leadership component of providing an appropriate model was the strongest predictor of H&S participation, while H&S compliance was predicted by the transactional leadership component of providing contingent reward, as well as supervisors’ communication practices. H&S climate fully mediated the relationship between supervisory leadership and workers’ self-reported H&S behaviour. Originality/value The research demonstrates that both transformational and transactional supervisory leadership are important in the construction context. Effective communication between supervisors and workers is also important for H&S. The findings suggest that supervisory leadership development programmes may be an effective way to improve H&S performance in predominantly subcontracted construction workgroups.

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