Leadership and safety citizenship behavior the role of trust
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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)

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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


Setting the scene

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)


Transformation a l and transactional leadership

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


Leadership and safety citizenship behavior the role of trust

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


Trust

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).


Safety citizenship behavior

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).


Method

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


Descriptives of the sample p 01 level

Descriptives of the sample*p < .01 level


Hypothesis 1 tf augments ta tf accounted for 3 additional variance in trust in the leader

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


Testing the mediation model

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


Hypothesis 2 trust mediated the relationship between tf ta leadership and scb

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


Hypothesis 3 leader s behaviours antecedents to trust regression analysis

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


Conclusions

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.


Leadership and safety citizenship behavior the role of trust

THANK YOU

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