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dc.contributor.authorAndrea Bazzoli
dc.contributor.authorMatteo Curcuruto
dc.contributor.authorJames I. Morgan
dc.contributor.authorMargherita Brondino
dc.contributor.authorMargherita Pasini
dc.date.accessioned2020-09-16T20:14:31Z
dc.date.available2020-09-16T20:14:31Z
dc.date.created2020-09-14 23:35
dc.date.issued2020-09-01
dc.identifieroai:doaj.org/article:ee8c4e17e32c4e6b80dd451c764622d4
dc.identifier10.3390/su12187458
dc.identifier2071-1050
dc.identifierhttps://doaj.org/article/ee8c4e17e32c4e6b80dd451c764622d4
dc.identifier.urihttp://hdl.handle.net/20.500.12424/3964938
dc.description.abstractIn this study, we test whether different types of safety leadership styles predict different employees’ change-oriented discretionary communications about safety (i.e., safety voice) after controlling for proactive personality disposition to improve organizational sustainability. Building upon a multidimensional model of safety voice, which attempts to conceptualize different ways in which employees make suggestions about safety procedures, we developed four realistic scenarios in which we manipulated the supervisor’s safety leadership style, including: (1) transformational safety leadership, (2) transactional safety leadership, (3) passive safety leadership, and (4) control group (i.e., no leadership at all). We randomly assigned 103 participants to two of four scenarios and measured four facets of safety voice and proactive personality dispositions. The findings showed that after controlling for the respondents’ proactive personality, transformative safety leadership predicted <i>promotive</i> safety voice, transactional safety leadership predicted <i>preventive</i> safety voice, and passive safety leadership predicted <i>hostile</i> safety voice. These findings have a number of implications for our understanding of safety leadership and employees’ safety communications.
dc.languageEN
dc.publisherMDPI AG
dc.relation.ispartofhttps://www.mdpi.com/2071-1050/12/18/7458
dc.relation.ispartofhttps://doaj.org/toc/2071-1050
dc.sourceSustainability, Vol 12, Iss 7458, p 7458 (2020)
dc.subjectsafety voice
dc.subjectleadership
dc.subjectexperimental design
dc.subjectrisk management
dc.subjectsustainable HRM
dc.subjectEnvironmental effects of industries and plants
dc.subjectTD194-195
dc.subjectRenewable energy sources
dc.subjectTJ807-830
dc.subjectEnvironmental sciences
dc.titleSpeaking Up about Workplace Safety: An Experimental Study on Safety Leadership
dc.typeArticle
ge.collectioncode2071-1050
ge.dataimportlabelOAI metadata object
ge.identifier.legacyglobethics:16836166
ge.lastmodificationdate2020-09-14 23:35
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ge.oai.repositoryid52
ge.oai.setnameLCC:Environmental effects of industries and plants
ge.oai.setnameLCC:Renewable energy sources
ge.oai.setnameLCC:Environmental sciences
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ge.linkhttps://doaj.org/article/ee8c4e17e32c4e6b80dd451c764622d4


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