1 / 14

Leadership and Safety Citizenship Behavior: The Role of Trust

Leadership and Safety Citizenship Behavior: The Role of Trust. SHAMA DIDLA University of Aberdeen Supervision: Dr. Kathryn Mearns & Prof. Rhona Flin Sponsoring company: Centrica Energy. Industrial accidents: Bhopal Gas Tragedy (1984) Chernobyl nuclear plant (1986)

trygg
Download Presentation

Leadership and Safety Citizenship Behavior: The Role of Trust

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Leadership and Safety Citizenship Behavior: The Role of Trust SHAMA DIDLA University of Aberdeen Supervision: Dr. Kathryn Mearns & Prof. Rhona Flin Sponsoring company: Centrica Energy

  2. Industrial accidents: Bhopal Gas Tragedy (1984) Chernobyl nuclear plant (1986) Piper Alpha (1988) Setting the scene: Attention to safety management: Away from technical approach to human factors Piper Alpha (1988) Core ingredient in shaping safety climate: Management’s commitment to safety Leadership style of managers and supervisors Bhopal Gas Tragedy (1984)

  3. Transformational and Transactional Leadership: Bass (1985) • Transactional Leadership (TA): An exchange relationship between leaders and followers. • Transformational leadership (TF): Leaders motivate followers to achieve performance expectations by transforming followers’ attitudes and beliefs. Augmentation effect of TF over TA: Heightened motivation TF Peformance beyond Expectations i.e. Safety citizenship behaviours TA Expected performance

  4. AIM • Previous research focus: perceived safety climate (Barling, et al.,2002), safety consciousness, safety communication and safety commitment (Hofmann & Morgeson,1999). • Our aim: To understand the psychological mechanisms of the relationship between leadership and subordinates’ safety citizenship behaviors. Leadership Psychological mechanisms Subordinates’ safety citizenship behaviour Trust

  5. Trust: • The willingness of a party to be vulnerable to the actions of another party based on the expectation that the other will perform a particular action important to the trustor (Mayer, Davis, & Schoorman, 1995). • Trust has been suggested as the foundation of safety culture (Reason, 1997). • Important for safety communication (Clarke, 1998) and safety initiatives (Donald & Young, 1996). • Important ingredient in performing safely (Fleming & Lardner, 2001).

  6. Safety Citizenship Behavior: • An individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and in the aggregate promotes the effective functioning of the organization (Dennis & Organ,1983). • Social Exchange Theory (Blau, 1964) • SCB = helping + voicing one’s opinions +exhibiting stewardship + civic virtue + whistle-blowing + changing one’s workplace (Hofmann, Morgeson, & Gerras, 2003).

  7. Method: • Questionnaires distributed to 500 employees • 114 returns: 72 (workforce level) & 42 (supervisory level) • Measures: • Multifactor Leadership Questionnaire - 45 items (Bass & Avolio, 1999) • Trust Climate and Safety Questionnaire - 24 items (Conchie, 2003) • Safety Citizenship Behavior Scale - 27 items (Hofmann, Morgeson, & Gerras, 2003) • Job categories: production, maintenance, administration, engineering • Onshore: 78 Offshore : 35 • Centrica: 70 Contracting company: 44

  8. Descriptives of the sample*p < .01 level

  9. Hypothesis 1: TF augments TA TF accounted for 3% additional variance in trust in the leader

  10. Testing the mediation model • Multiple regression analysis • Baron & Kenny’s guidelines (1986) to test mediation effects significant significant MEDIATOR PREDICTOR PREDICTOR OUTCOME MEDIATOR TRUST PREDICTOR TF & TA significant OUTCOME SCB significant non-significant

  11. Hypothesis 2Trust mediated the relationship between TF & TA leadership and SCB

  12. Hypothesis 3Leader’s behaviours: Antecedents to trust (Regression analysis) Justice perceptions 48% variance Personal identification with the leader TRUST 12% additional variance Empowerment perceptions Perceived organizational support

  13. Conclusions • Leadership behavior is effective if it is both transactional and transformational. For performance beyond expectations, we need more transformational leaders! • Role of trust is two-fold: • Plays a major role in the dynamics of leadership in influencing subordinates’ citizenship behaviors. • It is what a leader ‘does’ and not what a leader ‘is’ that helps him/her gain the trust of the workforce i.e. firstly, a leader should implement fair practices and secondly, the workforce should be able to personally identify with him/her and share common goals with regards to the organization.

  14. THANK YOU ANY QUESTIONS?

More Related