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Article: The impact of transformational leadership on safety climate and individual safety behaviour on construction sites

TitleThe impact of transformational leadership on safety climate and individual safety behaviour on construction sites
Authors
KeywordsConstruction personnel
Random sample
Safety behavior
Safety climate
Transformational leadership
Issue Date2017
PublisherMolecular Diversity Preservation International. The Journal's web site is located at http://www.mdpi.org/ijerph
Citation
International Journal of Environmental Research and Public Health, 2017, v. 14, p. 45:1-17 How to Cite?
AbstractUnsafe acts contribute dominantly to construction accidents, and increasing safety behavior is essential to reduce accidents. Previous research conceptualized safety behavior as an interaction between proximal individual differences (safety knowledge and safety motivation) and distal contextual factors (leadership and safety climate). However, relatively little empirical research has examined this conceptualization in the construction sector. Given the cultural background of the sample, this study makes a slight modification to the conceptualization and views transformational leadership as an antecedent of safety climate. Accordingly, this study establishes a multiple mediator model showing the mechanisms through which transformational leadership translates into safety behavior. The multiple mediator model is estimated by the structural equation modeling (SEM) technique, using individual questionnaire responses from a random sample of construction personnel based in Hong Kong. As hypothesized, transformational leadership has a significant impact on safety climate which is mediated by safety-specific leader–member exchange (LMX), and safety climate in turn impacts safety behavior through safety knowledge. The results suggest that future safety climate interventions should be more effective if supervisors exhibit transformational leadership, encourage construction personnel to voice safety concerns without fear of retaliation, and repeatedly remind them about safety on the job.
Persistent Identifierhttp://hdl.handle.net/10722/246106
ISSN
2021 Impact Factor: 4.614
2023 SCImago Journal Rankings: 0.808
PubMed Central ID
ISI Accession Number ID

 

DC FieldValueLanguage
dc.contributor.authorShen, Y-
dc.contributor.authorJu, C-J-
dc.contributor.authorKoh, TY-
dc.contributor.authorRowlinson, SM-
dc.contributor.authorBridge, AJ-
dc.date.accessioned2017-09-18T02:22:32Z-
dc.date.available2017-09-18T02:22:32Z-
dc.date.issued2017-
dc.identifier.citationInternational Journal of Environmental Research and Public Health, 2017, v. 14, p. 45:1-17-
dc.identifier.issn1660-4601-
dc.identifier.urihttp://hdl.handle.net/10722/246106-
dc.description.abstractUnsafe acts contribute dominantly to construction accidents, and increasing safety behavior is essential to reduce accidents. Previous research conceptualized safety behavior as an interaction between proximal individual differences (safety knowledge and safety motivation) and distal contextual factors (leadership and safety climate). However, relatively little empirical research has examined this conceptualization in the construction sector. Given the cultural background of the sample, this study makes a slight modification to the conceptualization and views transformational leadership as an antecedent of safety climate. Accordingly, this study establishes a multiple mediator model showing the mechanisms through which transformational leadership translates into safety behavior. The multiple mediator model is estimated by the structural equation modeling (SEM) technique, using individual questionnaire responses from a random sample of construction personnel based in Hong Kong. As hypothesized, transformational leadership has a significant impact on safety climate which is mediated by safety-specific leader–member exchange (LMX), and safety climate in turn impacts safety behavior through safety knowledge. The results suggest that future safety climate interventions should be more effective if supervisors exhibit transformational leadership, encourage construction personnel to voice safety concerns without fear of retaliation, and repeatedly remind them about safety on the job.-
dc.languageeng-
dc.publisherMolecular Diversity Preservation International. The Journal's web site is located at http://www.mdpi.org/ijerph-
dc.relation.ispartofInternational Journal of Environmental Research and Public Health-
dc.rightsThis work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.-
dc.subjectConstruction personnel-
dc.subjectRandom sample-
dc.subjectSafety behavior-
dc.subjectSafety climate-
dc.subjectTransformational leadership-
dc.titleThe impact of transformational leadership on safety climate and individual safety behaviour on construction sites-
dc.typeArticle-
dc.identifier.emailKoh, TY: tasykoh@hku.hk-
dc.identifier.emailRowlinson, SM: hrecsmr@hku.hk-
dc.identifier.authorityKoh, TY=rp01611-
dc.identifier.authorityRowlinson, SM=rp01020-
dc.description.naturepublished_or_final_version-
dc.identifier.doi10.3390/ijerph14010045-
dc.identifier.pmcidPMC5295296-
dc.identifier.scopuseid_2-s2.0-85009731592-
dc.identifier.hkuros278035-
dc.identifier.volume14-
dc.identifier.spage45:1-
dc.identifier.epage17-
dc.identifier.isiWOS:000392578200045-
dc.publisher.placeSwitzerland-
dc.identifier.issnl1660-4601-

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