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

2019 ◽  
Vol 26 (6) ◽  
pp. 886-906 ◽  
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.

Leadership style and the process of organizational change

2015 ◽  
Vol 36 (1) ◽  
pp. 2-16 ◽  
Author(s):  
Ann-Louise Holten ◽  
Sten Olof Brenner
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Structural Equation ◽  
Content Type ◽  
Long Term Effect ◽  
Transformational And Transactional Leadership ◽  
Using Data ◽  
Reactions To Change

Purpose – The purpose of this paper is to identify processes which may contribute to followers’ positive reactions to change. By focusing on the relationship between change antecedents and explicit reactions, the authors investigate the direct and indirect relationships between leadership styles (transformational and transactional) and followers’ appraisal of change through manager engagement. Design/methodology/approach – Using data from a longitudinal survey among 351 followers in two Danish organizations, the study tracked the planned implementation of team organization at two different times. Data were analyzed using structural equation modelling. Findings – Transformational and transactional leadership styles were positively related to the engagement of managers. Managers’ engagement was associated with followers’ appraisal of change. The two leadership styles also had a direct, long-term effect on followers’ change appraisal; positive for transformational leadership and negative for transactional leadership. Practical implications – The results have potential implications for change management, as followers’ change appraisal may be improved by developing managers’ leadership style and engagement. Originality/value – This is the first study to provide longitudinal evidence of the direct and indirect effects of leadership styles on followers’ change appraisal.

Predictors of safety training transfer support as in-role behavior of occupational health and safety professionals

2017 ◽  
Vol 41 (9) ◽  
pp. 776-799
Author(s):  
Ana Cristina Freitas ◽  
Sílvia Agostinho Silva ◽  
Catarina Marques Santos
Keyword(s):  
Organizational Support ◽  
Safety Climate ◽  
Health And Safety ◽  
Safety Training ◽  
Job Resources ◽  
Role Orientation ◽  
Access To Information ◽  
Content Type ◽  
Felt Responsibility ◽  
The Relationship

Purpose The purpose of this study is to identify individual and contextual influences on in-house safety trainers’ role orientation toward the transfer of training (TT). Design/methodology/approach The authors tested a model where felt-responsibility for TT mediates the influence of job resources (i.e. autonomy, access to resources, access to information and organizational support) on trainers’ definition of their role and where training safety climate exerts a moderator effect. Data were collected from 201 Occupational Health and Safety (OHS) professionals, all in-house safety trainers, of large public and private companies. Structural equation modeling was used to test the hypotheses. Findings The model highlighted the mediating influence of felt-responsibility in the interplay between job resources and role orientation, the moderating influence of safety climate on the relationship of autonomy and organizational support on role definition, but not access to resources and access to information on role definition in the TT. Results suggest that how much safety trainers consider supporting the TT as a part of their overall role is affected by autonomy and organizational support through a sense of responsibility regarding training results, and these effects are influenced by the perceived importance of safety training to the organization. Research limitations/implications The study is cross-sectional and used self-reported data, meaning that causal inferences should be carefully drawn. Further studies should explore other sources of influence over felt-responsibility, for example, supervisors’ support for transfer, the relationship between how in-house safety trainers define their role in the transfer process and trainees’ effective application of their new knowledge and skills. Practical implications Companies should overtly signal the importance of safety training to in-house safety trainers because it will elicit, by reciprocity, a greater sense of personal responsibility and increased efforts concerning training success. Originality/value No previous research looked at how in-house trainers define their role in the TT, as well as the individual and contextual factors that influence their efforts toward the efficacy of training.

Transactional leadership and success of international development projects (IDP): mediating effects of cooperative style to conflict resolution and team potency

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Seydou Sané ◽  
Pascaline Abo
Keyword(s):  
Conflict Resolution ◽  
International Development ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Development Projects ◽  
Content Type ◽  
Mediating Role ◽  
Team Potency ◽  
Transactional Leadership Style ◽  
The Relationship

Purpose This study aims to examine the mediating role of cooperative style to conflict resolution and team potency in the relationship between transactional leadership style and the success of international development projects (IDP). The study draws on full range leadership theory and contextualizes transactional leadership style to the IDP environment. Design/methodology/approach A questionnaire survey was administered to a convenience sample of 111 IDP managers in Benin. The data obtained from the survey were subjected to principal component analysis using the SPSS and confirmatory factor analysis using XLSTAT-PLSM. The research hypotheses are tested according to the partial least squares method. Findings The hypothesis test shows that transactional leadership has a direct and indirect positive influence (through team potency) on the success of IDP. Contrary to the cooperative style of conflict resolution, team potency plays a partial mediating role in the relationship between transactional leadership and the success of IDP. Also, considering the effect of the specific dimensions of transactional leadership on the success of IDP, only the “active management by exception” dimension influences directly and indirectly (through team potency) on the latter. Practical implications As a result, this research is of great value to IDP managers who are aware of the positive consequences associated with transactional leadership without knowing the role played by its dimensions. Indeed, it provides them with information necessary to identify the appropriate transactional leadership behaviors to improve the success of projects. Originality/value The relevance of this study is to consider team potency as intermediary mechanisms between transactional leadership and the success of IDP and examine the effect of the dimensions of transactional leadership on the success of IDP by integrating the mediating action of team potency. Besides, this research highlights a mechanism through which transactional leadership influences the success of IDPs and shows that the use of the construct of transactional leadership rather than its specific dimensions does not capture the specificities of the mechanism that links transactional leadership and its consequences.

Leadership styles, goal clarity, and project success

2018 ◽  
Vol 39 (2) ◽  
pp. 309-323 ◽  
Author(s):  
Muhammad Mustafa Raziq ◽  
Felipe Mendes Borini ◽  
Omer Farooq Malik ◽  
Mansoor Ahmad ◽  
Mehwish Shabaz
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Project Success ◽  
Active Management ◽  
Content Type ◽  
Goal Clarity ◽  
Transactional Leadership Style ◽  
Underlying Mechanisms ◽  
The Relationship

Purpose The purpose of this paper is to examine the mediating role of goal clarity in the relationship between leadership styles and project success. The paper draws on full-range leadership theory, and contextualizes leadership styles such as transformational leadership style, and transactional leadership style (active management by exception, and contingent reward) to temporary project environment. Design/methodology/approach Data are collected (in year 2017) from 248 individuals working in ten large project-based organizations from different sectors, each having multiple units in Pakistan. Respondents comprise functional managers and individuals (who have lead or worked on projects), as well as dedicated project managers. Findings Goal clarity partially mediates the relationship between transformational leadership style and project success. However, in case of the transactional leadership style, there is no mediation as transactional leadership style is not associated with goal clarity. Furthermore, contingent reward is positively associated to project success, while active management by exception is negatively associated to project success. Originality/value Research suggests that the underlying mechanisms of the relationship between leadership styles (transactional and transformational) and project success are less clear and need to be further explored. This study contributes to literature by answering such calls, and examines possible underlying mechanisms (i.e. goal clarity) in the relationship between leadership styles and project success.

The moderating effects of gender and income between leadership and quality of work life (QWL)

2018 ◽  
Vol 30 (3) ◽  
pp. 1419-1435 ◽  
Author(s):  
Derya Kara ◽  
Hyelin (Lina) Kim ◽  
Gyumin Lee ◽  
Muzaffer Uysal
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Moderating Effect ◽  
Quality Of Work Life ◽  
Moderating Effects ◽  
Content Type ◽  
Quality Of Work ◽  
The Relationship

Purpose The purpose of this study is to explore the moderating effects of gender and income on the relationship between leadership style and quality of work life (QWL). This study provides meaningful implications for the hospitality industry in terms of gender and income between leadership and QWL. Design/methodology/approach Data are collected from five-star hotel employees (n = 443) in Turkey. The hypotheses are tested using hierarchical linear regression. The independent and dependent variables used to test the hypotheses involving the dependent variable of QWL are centered prior to the empirical analysis to avoid potential multicollinearity. Findings Transformational and transactional leadership styles were significant predictors of QWL, controlling for the demographic variables (i.e. age, employment statistics and education level), but gender and income were not significant antecedents of QWL. When it comes to the interaction effect of leadership styles and gender, gender showed a statistically significant moderating effect between transformational leadership and QWL, but not between transactional leadership and QWL. Income had a statistically significant moderating effect between both leadership styles and QWL. Practical implications The findings of the study potentially affect hotel management by identifying the moderating effect of gender and income of the employees and demonstrating how quality of life of the employees can be improved by leadership styles of managers. Originality/value Previous literature has addressed the issue of leadership and its outcomes. However, there has been limited research on examining the relationship among gender, income, leadership style and QWL in the case of hospitality management.

scholarly journals Modeling the occurrence of unsafe behaviors based on dimensions of safety climate and organizational leadership style in oil platforms using fuzzy logic approach

2021 ◽  
Author(s):  
Mohsen Sadeghi Yarandi ◽  
Ehsan Rastegarzadeh ◽  
Ahmad Soltanzadeh ◽  
Ali Karimi ◽  
Sevda Panahi
Keyword(s):  
Transactional Leadership ◽  
Leadership Style ◽  
Organizational Leadership ◽  
Safety Climate ◽  
Logarithmic Model ◽  
Oil Platforms ◽  
Fuzzy Logic Approach ◽  
Unsafe Behaviors ◽  
Transformational And Transactional Leadership ◽  
Logic Approach

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.

The Mediating Effect of Organizational Climate on the Relationship between Leadership Styles and Their Components on Innovative Behaviour

2018 ◽  
Vol 4 (1) ◽  
pp. 22-32 ◽  
Author(s):  
Tebogo Sethibe ◽  
Renier Steyn
Keyword(s):  
Transformational Leadership ◽  
Organizational Climate ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
New Ventures ◽  
Mediating Effect ◽  
Innovative Behaviour ◽  
Transformational And Transactional Leadership ◽  
The Relationship

This study investigated the mediating effect of organizational climate on the relationship between transformational and transactional leadership styles on innovative behaviour. 1 1 15th International Entrepreneurship Forum (15th IEF) Conference Conference Theme The Globalisation and Internationalisation of SMEs AND New Ventures: Travels with Eclectic Charlie, Digital Mary, Networked Nadia and Impactful Shona. Venice, Italy 14–16 December 2016. The effect of each component of transformational and transactional leadership styles on innovative behaviour was also investigated. A sample of 3,180 respondents from 52 South African companies participated in this research. Four main hypotheses and six sub-hypotheses were tested using multiple regression analysis. The results revealed that indeed organizational climate mediates the relationship between transformational and transactional leadership styles on innovative behaviour as well as their components. The study substantiated the expected positive relationship between transformational leadership style and innovative behaviour. Furthermore, the results showed that among the components of transformational leadership styles, inspirational motivation and intellectual stimulation influence innovative behaviour positively. This study showed that in an environment conducive to innovation, the transactional leadership style has no influence in enhancing employees’ innovative behaviour. This study provided new insight into the nature of the relationship between leadership styles, organizational climates and innovative behaviour.

scholarly journals Transformational and transactional leadership and skills approach

2018 ◽  
Vol 14 (4) ◽  
pp. 245-259 ◽  
Author(s):  
Majd Megheirkouni ◽  
Amarachi Amaugo ◽  
Shehu Jallo
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Quantitative Methods ◽  
Negative Consequences ◽  
Content Type ◽  
Effective Selection ◽  
Transformational And Transactional Leadership ◽  
Conceptual Skills ◽  
Why Questions ◽  
The Relationship

Purpose The purpose of this paper is to identify the required leadership styles and skills for stadium management, and examine the relationship between transformational and transactional leadership styles and the skills approach: technical, human and conceptual skills. Design/methodology/approach A quantitative methods approach was used to gather the data, using a sample of 212 registered individuals in stadium settings. Findings The results revealed that there are significant relationships between leadership styles and the skills approach: technical, human and conceptual skills. More importantly, leadership styles were found to be equally important even though the effect between these styles and the skills approach: technical, human and conceptual skills, varied in the three levels of management. Further details have been reported in the results. Research limitations/implications The paper provides an insight into the relationship between leadership styles and the required skills, using a quantitative methods approach. While this is an appropriate method, in-depth interviews are needed to understand why/why questions in stadium settings. Practical implications Managers should be carefully selected in the three levels of management because unqualified people can have negative consequences on the reputation of a stadium and the hosting of major events. An effective selection program focusing on mid-level managers is essential. Originality/value This research represents the first attempt to investigate and understand the relationship between leadership styles and the required skills, using evidence from stadium settings.

Innovation and intellectual capital as intermediary variables among transformational leadership, transactional leadership, and organizational performance

2020 ◽  
Vol 39 (2) ◽  
pp. 196-222 ◽  
Author(s):  
Ala'aldin Alrowwad ◽  
Shadi Habis Abualoush ◽  
Ra'ed Masa'deh
Keyword(s):  
Organizational Performance ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Intellectual Capital ◽  
Banking Sector ◽  
Mediating Effect ◽  
Three Dimensions ◽  
Superior Performance ◽  
Content Type ◽  
Transformational And Transactional Leadership

PurposeThe purpose of this paper is to examine the mediating effect of intellectual capital and innovation on the relationship between transformational and transactional leadership and organizational performance in Jordanian banks located in Irbid city.Design/methodology/approachA questionnaire that targeted 350 respondents resulted in 298 usable ones with a response rate of 85.14 percent. To test the research hypotheses, a structural equation model was conducted, in addition to descriptive statistics that provided background on the respondents.FindingsThe findings indicate that transformational and transactional leadership relate positively to organizational performance. The results also support the argument that intellectual capital and innovation played mediating roles in transformational and transactional leadership and organizational performance.Practical implicationsThe present study provides managers with empirical proof that possessing strong intellectual capital in its three dimensions seems to help the banking sector in Jordan to reinforce their ability to generate both radical and incremental innovation. Also, applying an effective leadership style will motivate and lead to superior performance.Originality/valueAlthough papers have shown that leadership style is an important factor influencing employees' performance and outcomes, this is one of the few studies that investigates the interrelationships between leadership styles, intellectual capital, and innovation on organization performance. Furthermore, it is the first to test the model on the banking sector in Jordan.

scholarly journals How leadership affects organisational citizenship behaviour – a study of independent hotels

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alireza Nazarian ◽  
Peter Atkinson ◽  
Pantea Foroudi ◽  
Rezvan Velayati ◽  
Dilini Edirisinghe ◽  
...  
Keyword(s):  
Transactional Leadership ◽  
Leadership Style ◽  
Structural Equation ◽  
Organisational Culture ◽  
Culture Conditions ◽  
Content Type ◽  
Independent Hotels ◽  
Hotel Managers ◽  
The Relationship ◽  
Do So

Purpose The purpose of this paper is to examine the factors that managers in independent hotels can influence to improve organisational citizenship behaviour (OCB) by examining the relationship between leadership style and OCB through newly developed balanced organisational culture and trust variables. Unlike most studies, which have been on chain hotels, this study investigates these relationships in independent hotels in Iran. Additionally, organisational size was also included in the study. Design/methodology/approach Using information from Ministry of Cultural Heritage, Handicrafts and Tourism, 160 independent hotels were identified and approached. A survey was assembled using well-known instruments. In total, 392 usable questionnaires out of 1,150 distributed were collected from employees and analysed using structural equation modelling. Findings Contrary to previous studies, it was found that in this context, neither transformational nor transactional leadership affects trust directly but only through balanced organisational culture, and only transactional leadership had a direct relationship with OCB. Also, organisational size had a moderating effect on the relationship between trust and OCB. Originality/value The authors add to the theoretical literature dealing with the different behaviour of constructs developed in a Western context in other contexts and suggests that hotel managers in a collectivist culture, like Iran, who want to build OCB can do so by creating organisational culture conditions (Balanced Organisational Culture) that foster trust between managers and their subordinates.

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