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• Safety is a competency, rooted in interactions and embedded in everyday practices. • Standardized and non-contextualized OHS-management tend to lead to unsafe practices. • Developing a safety culture at work requires a responsive leadership style. Introduction: Organizations place strong emphasis on the standardized occupational health and safety procedures to reduce work-related illnesses and workplace accidents. However, standardized procedures are not always followed up in daily work practices. Organizations must cope with the differences between standardized procedures and local adaptation by employees. Methods: This ethnographic field study at an industrial workplace in the Netherlands provides insights into employees' everyday work practices, how these work practices are shaped, and how they relate to local occupational health and safety procedures. Acknowledging safety as a competency embedded in work practices, as introduced by Gherardi and Nicolini (2002), offers a theoretical point of view for looking beyond the dichotomy of standardization and local adaptations. Results: The results show that a standardized and noncontextualized occupational health and safety management system that focuses on accident-free days and compliance actually leads to ignorance of practical and tacit competences of workers and no learning and improvement of safety procedures can take place. However, our findings also illustrate how employees in their informal everyday work practices reduce the risks produced by the safety system itself. Conclusion: Overall, the results indicate that social interactions among employees, leaders, and management within the organization play an important role in workplace safety. The analysis highlights the value of vulnerability and trust in relationships at work to be able to learn and develop safety procedures that align with local demands. Practical applications: This study emphasizes the need for participatory approaches in creating safer and healthier workplaces. The cocreation of occupational health and safety (OHS) rules and procedures, however, can only function if they are combined with a responsive leadership style. [ABSTRACT FROM AUTHOR]

• The paper conceptualizes safety voice climate and presents a measurement tool named the "Safety Voice Climate Scale" (SVCS) • The SVCS consists of the two theoretical dimensions "Work colleagues' encouragement of safety voice" and "Leaders' attitudes towards safety voice". • The paper presents initial evidence for SVCS' validity. • The paper assessed the associations between safety voice climate and safety voice behavior. • The sample included 7624 employees from the Norwegian petroleum sector. • Confirmatory factor analyses supported the proposed two-factor model, and the internal consistency of the factors was good. • A SEM model including the SVCS as predictor of safety voice behavior showed good fit, indicating acceptable criterion validity. Introduction : Speaking up about safety issues, termed "safety voice," is a proactive response where people across all levels of the organization express their concerns to prevent physical hazards. An understanding of safety voice requires insight into its antecedents. A perceived need to fit in with the organization and fear of consequences can trump the courage to speak out about safety concerns. Safety voice climate can be seen as a manifestation of the social exchanges in an organization and functions as a roadmap of which speaking out behaviors are encouraged and which behaviors are not. This study conceptualizes safety voice climate, presents the Safety Voice Climate Scale (SVCS) as a measurement tool, and gathers initial evidence for its validity. The study also assesses the associations between the SVCS and safety voice behavior. Method : The SVCS and the measurement of safety voice behavior were derived from the Trends in Risk Level in the Norwegian Petroleum Activity questionnaire. The SVCS includes the two theoretical dimensions Work colleagues' encouragement of safety voice and Leaders' attitudes towards safety voice. Psychometric properties were tested with a representative sample from the Norwegian petroleum sector (n = 7,624). Results : Confirmatory factor analyses supported the proposed two-factor model, and the internal consistency of the factors was good. Furthermore, a structural equation model including the SVCS as predictors of safety voice behavior showed a good fit, indicating acceptable criterion validity, although only the Work colleagues' encouragement of safety voice variable was significantly associated with safety voice behavior. Conclusion and practical application : The SVCS can be used as a tool to detect some of the barriers and supporting elements relating to safety voice and guidance on the efforts needed to foster work climates that promote communication of safety issues. [ABSTRACT FROM AUTHOR]

[Display omitted] • A survey study with junior leaders and front-line workers at a petroleum company. • Benevolent (humane, kindly) leadership was positively related to safety behavior. • Subordinates' moqi was positively correlated with safety behavior. • Benevolent leadership affected safety behavior via Subordinates' moqi. • Safety climate moderated the link between subordinates' moqi and safety behavior. Introduction : While high quality leadership is of great importance for enhancing safety behavior in the workplace, there has been a lack of research on how benevolent leadership influences such behavior. Subordinates' moqi (i.e., their unspoken understanding of the work expectations, intentions, and requirements of their superiors) and safety climate were introduced to examine this relationship. Method: Based on implicit followership theory, this study explores the relationship between benevolent (well meaning, kindly) leadership and employees' safety behavior, as well as the mediating role of subordinates' moqi and the moderating role of safety climate. 608 employees of a petroleum company in China were randomly selected as participants, and the data were collected in two stages. Results: The results showed that: (1) Benevolent leadership is positively correlated with employees' safety behavior. (2) Subordinates' moqi mediates between benevolent leadership and employees' safety behavior. (3) Safety climate moderates the mediating role of subordinates' moqi between benevolent leadership and employees' safety behavior. (4) The positive effect of subordinates' moqi on employees' safety behavior is enhanced under a positive safety climate. Conclusions: Benevolent leadership is an effective leadership style that enhances employees' safety behaviors by promoting a moqi state between supervisors and subordinates. The invisible environmental climate, in particular, the safety climate, should be a key focus in the promotion of safety behaviors. Practical Applications: This study further broadens the research perspective of employee safety behavior from the perspective of implicit followership theory. It also provides practical guidance for improving employee safety behavior, namely selecting and cultivating benevolent leaders, enhancing subordinates' moqi, and actively fostering a positive organizational safety climate. [ABSTRACT FROM AUTHOR]

To assess whether a measure of leadership support for worker safety, health, and well-being predicts staff turnover in nursing homes after controlling for other factors. This paper uses administrative payroll data to measure facility-level turnover and uses a survey measure of nursing home leadership commitment to workers. In addition, we use data from Medicare to measure various nursing home characteristics. Nursing homes with at least 30 beds serving adults in California, Ohio, and Massachusetts were invited to participate in the survey. The analysis sample included 495 nursing homes. We used a multivariable ordinary least squares model with turnover rate as the dependent variable. We used an indicator for nursing homes who scored above the median on the measure of leadership that supports worker safety, health, and well-being. Control variables include bed count (deciles), ownership (corporate/noncorporate × for-profit/not-for-profit), percent of residents on Medicaid, state, being in a nonmetropolitan county, and total nurse staffing per patient day in the 2 quarters before the survey. The unadjusted turnover rate was lower for those nursing homes that scored higher on leadership commitment to worker safety, health, and well-being. After controlling for additional variables, greater leadership commitment was still associated with lower turnover but with some attenuation. We find that nursing homes with leadership that communicated and demonstrated commitment to worker safety, health, and well-being had relatively fewer nurses leave during the study period, with turnover rates approximately 10% lower than homes without. These findings suggest that leadership may be a valuable tool for reducing staff turnover. [ABSTRACT FROM AUTHOR]

Highlights • The leadership of construction site managers is important for occupational safety. • Site managers influence safety through direct and indirect leadership behaviors. • Positive leadership is to plan, coordinate, role model, monitor and proactively amend. • Negative safety leadership can emerge from avoiding unpopular leadership behavior. Abstract Managerial leadership is an essential element in preventing occupational risk and increasing safety performance. The aim of the present study was to investigate construction site managers' experiences of how their leadership practices influence safety performance at construction sites in order to expand present knowledge on the influence of leadership on occupational safety. The critical incident technique was applied in interviews with 37 construction site managers. The results provide detailed descriptions of how construction site managers both promote and impede construction site safety performance through their leadership behaviour. The core leadership behaviours involved in positively influencing safety were found to be continuous planning and coordination, role modelling, monitoring work and proactively correcting deviations. Negative safety leadership was found to emerge when site managers were subjected to positive feedback to meet deadlines, minimise costs and refrain from unpopular leadership behaviour. Positive safety leadership may therefore be encouraged by minimizing such feedback and/or providing site managers with positive feedback for engaging in planning, coordinating, role modelling, and monitoring. It may also be encouraged by training and coaching site managers to acknowledge their leadership responsibilities, to communicate clear expectations, to execute individual and collective risk-assessment, and to execute proactive monitoring and feedback procedures. [ABSTRACT FROM AUTHOR]

Highlights • We trained supervisors to use transformational and active transactional behaviors. • The intervention was effective in changing employees' perceived safety climate. • Active transactional behavior-safety outcome relationships strengthened over time. • Leaders can be trained to adjust their active transactional behaviors for safety. Abstract There is increasing evidence to suggest that leaders need to use a combination of leader behaviors to successfully improve safety, including both transformational and transactional styles, but there has been limited testing of this idea. We developed a leadership intervention, based on supervisor training in both transformational and active transactional behaviors, and implemented it with supervisors at a UK-based chemical processing company. The study found that the supervisory training intervention led to significant improvements in perceived employee safety climate, over an eight-week period, relative to the comparison group. Although we found no change in the frequency of leader behaviors, the intervention was effective in helping supervisors to apply active transactional leader behaviors in a safety-critical context. The results indicated that transformational leader behaviors were already at a high level and effectively linked to safety. Our findings suggest not only that employees may be receptive to safety-related active transactional behaviors within high-risk situations, but furthermore, leaders can be trained to adjust their behaviors to focus more on active transactional behaviors in safety-critical contexts. [ABSTRACT FROM AUTHOR]

The importance of Safety Management Systems (SMS) to the railway industry is underlined by the fact that all organisations operating on UK railways are required by law to have one. Analysing SMSs can provide a reliable systemic tool to identify hazards and weaknesses within complex systems like the railway, making it possible to significantly increase safety, reducing the odds of near misses and accidents. However, there is little empirical research evidence to determine the impact on safety of a structured SMS. The current paper describes two studies which use Bayesian Belief Networks (BBN) to conceptualise SMSs and their impact on front-line performance. The paper presents the usefulness of BBNs to compare complex systems and reconcile cultural differences within the railway industry, identifying factors that are deemed vital within Italy and Britain. The two studies allowed us to identify the most influential factors within a SMS and how they interact with each other, as well as the strength of the identified relationships. A BBN is particularly useful in estimating how changing some of the node states (e.g., by making safety leadership present) affected the other factors. The current study showed that safety leadership has an impact on the SMSs of the British and Italian railway industries. [ABSTRACT FROM AUTHOR]

Safety leadership is an important factor in supporting safe performance in the workplace. The present case study examined the role of safety leadership during the Bingham Canyon Mine high-wall failure, a significant mining incident in which no fatalities or injuries were incurred. The Critical Decision Method (CDM) was used in conjunction with a self-reporting approach to examine safety leadership in terms of decisions, behaviours and actions that contributed to the incidents' safe outcome. Mapping the analysis onto Rasmussen's Risk Management Framework (Rasmussen, 1997), the findings demonstrate clear links between safety leadership decisions, and emergent behaviours and actions across the work system. Communication and engagement based decisions featured most prominently, and were linked to different leadership practices across the work system. Further, a core sub-set of CDM decision elements were linked to the open flow and exchange of information across the work system, which was critical to supporting the safe outcome. The findings provide practical implications for the development of safety leadership capability to support safety within the mining industry. [ABSTRACT FROM AUTHOR]

Despite the growing body of literature on the salience of leadership for workplace safety, questions have been raised concerning leadership effectiveness mostly because extent literature remains largely oblivious to the context in which the leader-follower relationship operates. The current study looks to address this shortcoming in the safety literature by aligning the characteristics of leaders with the context in which they operate. We develop a typology to explain the type of leaders more likely to succeed at ensuring workplace safety in specific contexts. We also analyze major findings of literature on the leadership-safety relationship and propose potentially significant but overlooked avenues of research for a more comprehensive understanding of this relationship. [ABSTRACT FROM AUTHOR]

Although it may be expected that employee perception of risk impacts engagement in safety behavior, previous research has been equivocal. The purpose of the present study was to clarify this relationship via a more thorough measurement of risk perception. Specifically, this study investigated the value of using a risk perception measure that makes risk perception conditional on behavior, in addition to investigating cognitive and affective risk perception. Another purpose of this study was to investigate how a lack of supervisor commitment to safety affects employees’ safety behaviors. Eighty individuals participated in a laboratory study in which they performed two seemingly dangerous tasks. Supervisor commitment to safety was manipulated and safety behavior was assessed using video data. Results suggest that risk perception, when framed with regard to the risk of not performing the safety procedures, is related to safety behavior, as is supervisor commitment to safety. Implications for the findings are discussed, including the need for measures that make risk perception conditional on behavior. [ABSTRACT FROM AUTHOR]

Mining industry is one of the most risky industry in China. There are numbers of accidents attributing to leadership behavior. Leadership safety behavior is viewed as an important factor influencing safety performance of enterprise, and thus it is crucial to identify the factors which could affect leadership safety behavior. The purpose of thesis is to empirically evaluate external factor dimensions and examine the effect of external factor on leadership safety behavior in mining industry context. After interviews and case studies, four survey data collected from nearly 800 respondents working for mines in China were analyzed by two approaches for variable dimension, exploratory factor analysis and confirmatory factor analysis. Three dimensions of the external factor were identified, namely: safety management mechanism, safety regulatory practice and safety idea. Then simple linear regression analysis, multiple linear regression analysis and stepwise multiple regression were used to examine the effects of external factor on leadership safety behavior. The results indicate that the effect of external factor on leadership safety behavior is significant and positive; safety idea significantly and positively affects leadership safety behavior, whereas safety regulatory practice and safety management mechanism have a positive but not significant influence on leadership safety behavior; safety regulatory practice significantly and positively affects safety training and safety policy of leadership safety behavior; safety idea significantly and positively affects safety training, safety management commitment and safety incentive of leadership safety behavior. The findings implications for improving leadership safety behavior are discussed. [ABSTRACT FROM AUTHOR]

Background As a category of bullying, mobbing is a form of violence in the workplace that damages the employing organization as well as the targeted employee. In Europe, the overall prevalence of mobbing in healthcare is estimated at 4%. However, few studies have explored mobbing among long-term care workers. Objectives This study aims to examine the frequency of mobbing in Swiss nursing homes and its relationships with care workers’ (i.e. registered nurse, licensed practical nurse, assistant nurse, nurse aide) health status, job satisfaction, and intention to leave, and to explore the work environment as a contributing factor to mobbing. Design A cross-sectional, multi-center sub-study of the Swiss Nursing Homes Human Resource Project (SHURP). Setting Nursing homes in Switzerland’s three language regions. Participants A total of 162 randomly selected nursing homes with 20 or more beds, including 5311 care workers with various educational levels. Method Controlling for facility and care worker characteristics, generalized estimation equations were used to assess the relationships between mobbing and care workers’ health status, job satisfaction, and intention to leave as well as the association of work environment factors with mobbing. Results In Swiss nursing homes, 4.6% of surveyed care workers (n = 242) reported mobbing experiences in the last 6 months. Compared to untargeted persons, those directly affected by mobbing had higher odds of health complaints (Odds Ratios (OR): 7.81, 95% CI 5.56–10.96) and intention to leave (OR: 5.12, 95% CI 3.81–6.88), and lower odds of high job satisfaction (OR: 0.19, 95% CI 0.14–0.26). Odds of mobbing occurrences increased with declining teamwork and safety climate (OR: 0.41, 95% CI 0.30–0.58), less supportive leadership (OR: 0.42, 95% CI 0.30–0.58), and higher perceived inadequacy of staffing resources (OR: 0.66, 95% CI 0.48–0.92). Conclusions Mobbing experiences in Swiss nursing homes are relatively rare. Alongside teamwork and safety climate, risk factors are strongly associated with superiors’ leadership skills. Targeted training is necessary to sensitize managers to mobbing’s indicators, effects and potential influencing factors. [ABSTRACT FROM AUTHOR]

Safety leadership is asserted to positively influence safety compliance amongst employees. We examine this assertion by conducting a systematic literature review of the available academic literature on safety leadership practices and observed safety outcomes. We identified 25 empirical studies, the majority of which measured leadership through generic scales (MLQ and LMX). Closer scrutiny of the outcome measures suggested that these were mainly aligned to the implementation and operations phases of the OHSAS 18001 safety management systems framework. We conclude that safety compliance has been narrowly defined in academic study, but in practice embraces a much wider range of activities. While safety leadership may contribute to successfully achieving these other actions, there is no empirical evidence for this. Moreover, there is considerable critique of transformational and transactional leadership, so that the specification of desired leadership practices is problematic. We propose that a broader conceptualization of safety compliance requires safety leadership to embrace ‘plural’ forms of leadership. We draw attention to the narrow range of contexts in which safety leadership has been empirically studied and suggest other settings for investigation. Alternative methods for investigating safety leadership other than scales of leadership behaviour are suggested to enrich our understanding of safety leadership and so improve safety compliance. [ABSTRACT FROM AUTHOR]

Background The impact of leadership on safety climate and safety outcomes has become an important area of research in organizational, leadership and safety sciences. There is evidence that safety-specific transformational leadership positively impacts safety outcomes including safety climate and safety behaviors. However, these relationships have not been thoroughly explored within the fire service. This study is one of the first known studies to examine the relationships between safety-specific transformational and passive leadership, safety climate and safety behavior outcomes in a sample of firefighters. Methods Data were collected from 398 professional firefighters in the southeastern United States. Structural equation modeling was used to complete the analyses and to examine hypothesized relationships. Results Safety-specific transformational leadership had a positive influence on safety climate perceptions among firefighters. Conversely, passive leadership, in the context of safety, had a negative impact on safety climate. As expected, safety climate perceptions are positively and significantly associated with safety behaviors, including safety compliance behaviors and safety participation behaviors. Conclusions These findings provide important evidence of the relationships between leadership styles, safety climate and safety behaviors in the fire service. Ultimately these findings provide guidance for public administrators, fire service administrators and company officers to bolster firefighter safety outcomes. [ABSTRACT FROM AUTHOR]

• For the first time, we focused on the safety management of transit bus drivers from the perspective of leadership and followership. • Paternalistic leadership has a direct and positive effect on transit bus drivers' safety performance. • Positive followership traits could activate the effectiveness of paternalistic leadership. • Autonomous safety motivation mediated the effect of paternalistic leadership on safety performance. Leadership is defined as the process of interaction between leaders and followers. Organizational context issues in leader-follower dyads have been widely explored in management studies. However, methods of applying said issues into the field of safety science require more attention. In the present study, the impact of paternalistic leadership on the safety performance of employees was investigated. Additionally, the mediating effects of autonomous safety motivation and activation effects of positive followership traits were discovered predicated on 456 leader-follower paired samples of Chinese transit bus drivers. From the findings of the present study, it was observed that paternalistic leadership yielded a direct positive impact on the safety performance of transit bus drivers (β = 0.761, p < 0.001). Furthermore, paternalistic leadership could enhance the safety performance of transit bus drivers by stimulating their autonomous safety motivations (95 %CI [0.0309, 0.1307]); positive followership traits could facilitate the effectiveness of paternalistic leadership. Specifically, positive followership traits could not only strengthen the influence of paternalistic leadership on employees' autonomous safety motivation (β = 0.099, p < 0.01), but also moderate the mediating role of autonomous safety motivation between paternalistic leadership and safety performance (CI [0.0150, 0.1087]). In the present study, guidance and suggestions for companies to improve safety performance of employees are provided. [ABSTRACT FROM AUTHOR]

• The joint role of generic leadership perceptions and attributions about leader safety commitment is examined. • Attributions about leader safety commitment are considered along three dimensions (affective, normative, and calculative). • Employees' leader affective safety commitment attributions were positively linked with employee reported safety behaviors. • Attributions about leader calculative safety commitment were negatively linked with compliance. • Attributions about leader safety commitment moderated the link of perceived leadership behaviors with safety participation. Theory and research identify leadership behaviors as critical for safety outcomes at work. To gain further understanding of the nature of leadership's link with employee safety behaviors, we examine the joint role of generic perceived leadership behaviors (i.e., leader support and inspirational communication) and employee attributions of their leaders' safety commitment (i.e., affective, normative and calculative safety commitment) in shaping employee safety behavior (i.e. participation and compliance). A sample of workers from the resources industry (N = 1503) responded to survey questions online. Results indicated that employees' affective leader safety commitment attributions were positively linked to both types of employees' safety behaviors, while employees' calculative leader safety commitment attributions were associated only with lower levels of employee compliance. Employees' normative leader safety commitment attributions were not linked to self-reported employee safety behavior. Moderation analysis indicated that the motivating effects of perceived inspirational leader communication and perceived leader support on safety participation were affected by high levels of normative and affective safety commitment attributions, but not calculative safety commitment. The results illustrate the distinct functions of perceived leadership behaviors and different attributions of leaders' safety commitment in motivating safety behavior in employees. They suggest reflection about safety commitment and its projections to employees to have add-on value in safety leadership training and development. [ABSTRACT FROM AUTHOR]

States continue to search for ways to prevent harm to children and families within the child welfare system. Recently, states and researchers alike have looked to other high hazard sectors that have experienced harm-free performance by creating and sustaining a strong safety culture – an organizational focus and priority on safety. Safety culture is enabled by leader actions to prioritize safety (safety climate) and make it safe for employees to take an interpersonal risk (psychological safety). Safety culture is enacted by behaviors for detecting and correcting errors and unexpected events (safety organizing) and recognizing how stress affects work performance (stress recognition). However, despite their conceptual relevance and practical promise for child welfare, these and other safety culture constructs have yet to be subjected to rigorous empirical analysis in child welfare. This study draws on 1719 employees in the state of Tennessee's child welfare system to examine whether safety culture can be reliably and validly measured, can characterize organizations across a state (i.e., employees have shared perceptions of the safety culture), and be linked to relevant outcomes (e.g., employee emotional exhaustion). Our results confirm that components of safety culture can be reliably and validly measured in child welfare, perceptions of culture are shared within each of the Tennessee child welfare system's twelve regions, and that safety culture is generally associated with lower levels of employee emotional exhaustion, but also indicate that there is considerable opportunity for improvement as the levels of safety culture are low relative to other sectors. [ABSTRACT FROM AUTHOR]

This study aims to evaluate Occupational Health and Safety (OH&S) Officer’s perceptions of the relationship between leadership empowerment behaviour (LEB) and psychological empowerment (PE) leading to safety teamwork with the production team. Based on the lists of competent OH&S officers exhibited in the Malaysia Ministry of Human Resource’s website, the participants were recruited. The proposed conceptual model was validated by first- and second-order confirmatory factor analysis of structural equation modelling (SEM). The results indicate a weak construct relationship between leadership empowering behaviour and officer’s psychological empowerment. Furthermore, the findings on psychological empowerment were partially mediated. A proposed strategy for further study was recommended to confirm the PE mediating effect. Overall, effective safety teamwork in the manufacturing industry relates to the officer’s psychological empowerment, safety commitment, and perceived organisational support. [ABSTRACT FROM AUTHOR]

The aim of this study is to explore the effects of the OSH legislation, collaboration and management. These variables had an effect on the continuous improvement of OSH, the safety training, the safe use of chemicals, the use of personal protective equipments, the monitoring of the work environment and the arrangement of occupational health care. The respondents to the questionnaire survey were OSH managers ( N = 85) and workers’ OSH representatives ( N = 120) working in the chemical industry. The present results found that workers’ OSH representatives believed more strongly than OSH managers in the effects of OSH legislation, collaboration and activities of the management with respect to their practical values for improving OSH. Safety should be considered in the organizational context in which technical controls and work processes are applied. Effects of preventive measures should be followed-up better than is nowadays done. The top-level management in the plants should also promote the activities of middle-management and encourage collaboration in order to improve managers and workers’ commitment to the goals of the organizations. Management should define the correct OSH goals and strategies signalling the importance of safety with respect to other organizational goals. With respect to OSH research design this study represents an opportunity for researchers to undertake longitudinal research in the safety in the chemical industry’s leadership and process safety. [ABSTRACT FROM AUTHOR]

This paper aims to study the role of the safety leadership and of the proactive risk management in the improvement of occupational safety performance. To this end, the authors develop and test a model on a sample of 188 organisations located in Spain using the structural equation modelling technique. The results show the importance of employees’ safety behaviour in the improvement of safety outcomes, as well as the importance of the proactive risk management and transformational leadership in promoting safety behaviour. These findings are particularly important for management since they provide evidence about the factors that firms should encourage to reduce risks and improve safety performance. [ABSTRACT FROM AUTHOR]

• The study demonstrates the affective mechanism of temporal leadership for individual safety behaviors in construction projects based on social information processing theory. • This study develops a mediation model to unpack the potential mediating role of workers' attentiveness. • This study highlights the impacts of leadership behaviors on workers' safety behaviors by incorporating the interplay between team-level abusive supervision and temporal leadership. • This study verifies the integration of emotion and cognitive processes by identifying the interaction of safety consciousness and attentiveness from information-processing perspective. Construction safety has drawn increasing attention from both researchers and practitioners. The relationships between safety-specific leadership behaviors and safety behaviors are well-documented. However, less is known about whether and how other leadership behaviors such as temporal leadership, which focuses on managing time-related resources for task achievement, might impact construction workers' safety-specific attitudes and behaviors. In this study, social information processing theory is applied to examine how and when temporal leadership influences individual safety behaviors. Specifically, attentiveness is considered to be a mediator in the relationship between temporal leadership and individual safety behaviors, and the moderating roles of team abusive supervision and individual safety consciousness are examined. Using a sample of 535 workers nested in 120 teams engaged in construction projects in China, the hypothesized moderated mediation model was examined using multilevel modeling analysis and bootstrapping methods. The results identify a positive effect of temporal leadership on safety compliance and safety participation mediated through attentiveness. This indirect effect is weaker when there is more team-level abusive supervision, and stronger when there is a higher individual safety consciousness. This study contributes to emerging research on safety management and temporal management by showing how the affective mechanism of temporal leadership influences individual safety behaviors. Moreover, the boundary conditions under which temporal leadership influences safety behaviors are also identified. [ABSTRACT FROM AUTHOR]

• A quantitative diary study over 30 consecutive days. • A realistic and challenging setting on a sailing ship crossing the Atlantic. • Safety compliance explained by day-to-day variation within each crew member. • Avoidant leadership impairs daily safety compliance. • Personal dispositions buffers the effect of avoidant leadership. • Mentally robust people deviate more from safety regulations. • Moral disengagement explains daily safety breaches. The leadership literature suggests that passive leadership undermines employee safety performance; because passive leadership behavior signals that the leader is not committed to organizational safety goals. We tested this hypothesis and investigated the role of two possible moderators, moral disengagement and intolerance of uncertainty. Participants were 78 naval cadets who responded to daily surveys during a 30 days voyage on board of a sailing ship (N occasions is 2166 for H1 and 1910 for H2– H4). The results of multilevel analyses showed as expected that a substantial portion (49%) of the daily safety non-compliance was caused by variation within each crewmember from day to day, and that an increase in daily passive avoidant leadership was related to increased daily safety non-compliance. More unexpectedly, those crewmembers high (and not low) on moral disengagement and intolerance of uncertainty were less influenced by passive avoidant leadership in terms of daily safety violations. Several explanations for the results are discussed. [ABSTRACT FROM AUTHOR]

• We test the belief that young workers are less likely than adult workers to speak up about safety concerns. • Under clear supervisor commitment to safety, younger and adult workers did not differ on their safety voice intentions. • Under unclear supervisor commitment to safety, adult workers were less likely to speak up about safety compared to younger workers. • These findings have implications for our understanding of young and adult worker safety voice. • These findings also highlight the importance of how supervisors signal commitment to safety. In this study, we test the widely held belief that young workers (aged 15–24) are less likely than adults (aged 25 and over) to speak up about safety concerns. Counter to this belief, and in line with age-related resource selectivity theory, we hypothesized that older workers would actually be less likely than younger workers to speak up about workplace safety concerns ("safety voice intentions") when their supervisors are unclear about their own commitment to safety. To test this, we created two realistic scenarios in which we manipulated clarity of supervisor commitment to safety: (1) it is clear the supervisor clearly cares about/is open to hearing suggestions about safety (the "clear commitment" condition) and (2) it is unclear whether the supervisor cares about/is open to hearing suggestions about safety (the "unclear commitment" condition). We randomly assigned participants (N = 80; 58 % women; 40 % over the age of 24) to one of the two scenarios and measured their safety voice intentions. In the face of clear supervisor commitment to safety, younger and adult workers did not differ on their safety voice intentions. However, compared to younger workers, adult workers were less likely to speak up about safety in the face of unclear signals about the supervisor's commitment to safety. These findings have implications for our understanding of young and adult worker safety voice, and the importance of how supervisors signal commitment to safety. [ABSTRACT FROM AUTHOR]