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Lobstering industry workers are known to have poor overall health and low safety records, but there is still a gap in information concerning Canadian lobster fishers. This study aimed to report occupational health and safety characteristics of an Atlantic Canada community of lobster fishers and to assess differences between captains and deckhands. Twenty-eight participants (10 captains, 18 deckhands) were questioned and self-reported on lifestyle, general health status, work-related musculoskeletal disorders and traumatic injuries. The data collected reveal both groups' high prevalence of cardiometabolic and musculoskeletal health issues. Captains reported more occupational exposition and health issues, and showed poorer lifestyle habits than deckhands. Fishers reported potential solutions to reduce occupational risks, presented as three types: lifestyle, working behaviours and leadership. This study evaluated a community of Canadian lobster fishers regarding their occupational health and safety. Potential avenues for mitigating occupational risk specific to this community will nurture future implementation. [ABSTRACT FROM AUTHOR]

Recently, there have been reports of children without placement (CWOP) in foster care, often resulting in youth sleeping in hotels or child protective service offices. This study explored perspectives of the current crisis among child welfare practitioners who managed CWOP cases. We conducted interviews with 11 child welfare practitioners who had graduated from two universities in a Southern state. Themes aligned with the trauma-informed framework and highlighted challenges related to organizational climate, workforce development, and trauma-informed services. Implications include strategies for cross-sector collaboration, specific training, and continued research to support a healthy, trauma-informed workforce that can better meet youth needs. [ABSTRACT FROM AUTHOR]

This study examined the impact of spiritual leadership style on frontline health workers' safety performance through the mediating role of safety climate. Also, leader–member exchange (LMX) was examined as a moderator of the safety climate and safety performance relationship. Survey data from 582 frontline health workers in Ghana's Greater Accra and Ashanti regions were analyzed using AMOS version 23. Findings showed that spiritual leadership dimensions significantly influenced health workers' safety performance. Altruistic love and vision also significantly influenced safety climate. However, hope did not influenced safety climate. Moreover, safety climate had an impact onsafety performance dimensions. Furthermore, safety climate mediated the relationship between altruistic love, vision, and safety performance. However, safety climate did not mediate the relationship between hope and safety performance. Lastly, LMX moderated the positive effect of safety climate on safety compliance but not on safety participation. This study offers valuable insights for improving frontline health workers' safety performance during pandemics. [ABSTRACT FROM AUTHOR]

The present study aims to explore the mechanism for the impact of job embeddedness on safety performance, the mediating role of perceived insider status and the cross-level moderating role of safety climate among miners. The questionnaire data used for analysis in this study were collected from 310 miners in 38 coal mine production teams in China. Bootstrap analysis was performed to explore the mediating role of perceived insider status, and multilevel linear analysis was performed to explore the cross-level moderating role of safety climate. The results showed that job embeddedness was positively related to miners' safety performance; perceived insider status mediating the relationship between job embeddedness and miners' safety performance; and safety climate moderating the relationship between perceived insider status and miners' safety performance across levels. [ABSTRACT FROM AUTHOR]

Violence against employees in human services is a widespread problem worldwide and is reportedly on the rise. The topic in this article is organizational factors in preventing and managing violence against employees executed by service users. Data comes from 86 semi-structured and structured interviews with 101 employees and managers in one of Norway's most extensive national government agencies. The interviews were conducted in a study of an initiative against violence after an employee was murdered at work. The identified factors are related to (1) recognition of employees´ needs to feel safe and acknowledged, (2) project administration and leadership involvement and anchoring, (3) organizationally aligned and adjusted routines and understandings, (4) a generally increased focus on prevention and management of violence, (5) specific measures and (6) service delivery. The study also disclosed essential relationships between these factors, which must be acknowledged in the work to counteract violence. Workplace violence should be an issue of concern for all levels of management. Recognition of employees´ needs and anchoring in the entire organization are just as important as specific measures against violence. A good delivery of services is an important but sometimes neglected factor in the work against violence. The mentioned elements indicate that several equal organizational factors and measurements must be combined to counteract workplace violence. [ABSTRACT FROM AUTHOR]

Objectives. The emergence of COVID-19 has drastically changed the safety outlook of how the work world is viewed by leaders and followers. In this backdrop, the current study aimed at extending the safety leadership literature in the context of organizations operating in crisis situations by investigating the impact of safety-specific transformational leadership on the followers' extra-role behaviors through the mediation of psychological contract fulfillment. Methods. Using a time-lagged and multisource design, data were collected from 384 frontline rescue and healthcare workers dealing with COVID-19-related situations. Results. Results revealed that safety-specific transformational leadership behavior positively affects extra-role behaviors of frontline employees by enhancing their innovative work behavior, knowledge sharing behavior and organizational citizenship behavior. Also, psychological contract fulfillment plays a bridging role in translating the impact of safety-specific transformational leadership behavior on extra-role behaviors. Conclusion. The followers working in an unsafe context view the safety concern of their leader as a fulfillment of their unwritten expectations from their employers. Implications of these findings along with limitations and future research directions are also delineated. [ABSTRACT FROM AUTHOR]

The study investigates the association among leadership styles, employee well-being and employee's safety behavior of healthcare workers. The study used social learning theory (SLT) for examining the relationship between leadership styles and employee safety behavior. Moreover, social exchange theory (SET) has been incorporated to narrate the moderating effect of employee well-being on the relationship between leadership styles and employee safety behavior. Data have been collected with the help of questionnaires from 515 healthcare workers working in the public hospitals of Punjab, Pakistan. Structural equation modeling has been utilized to test the study hypothesis. Findings indicate that both transactional and transformational leaderships have significant and positive relationship with employee safety behavior. Interestingly, employee well-being negatively moderates the relationship between transformational leadership and employee safety behavior. Furthermore, no moderation was found on the relationship between transactional leadership and employee safety behavior. The findings propose that healthcare management should invest to aware employees regarding their well-being. The findings also suggest that leaders should influence their followers to adopt safety measures at workplace. Furthermore, leaders must be role models in order to attain a competitive advantage and make a balance between management and workers. [ABSTRACT FROM AUTHOR]

Miners' unsafe behavior has always been a key issue in coal mine safety management. Numerous studies have shown that leadership is an important factor influencing miners' unsafe behavior. A cross-level structural model was constructed based on social cognitive theory, using psychological safety and safety climate as intermediary variables, to analyze the effect of empowering leadership on miners' unsafe behavior. Data were gathered from 272 coal miners on 59 working teams. Multilevel regression analysis and the Monte Carlo method were employed to analyze the influence of the empowering leadership on miners' unsafe behavior. The results showed that empowering leadership was negatively related to miners' unsafe behavior. Psychological safety and safety climate mediated the relationship between empowering leadership and miners' unsafe behavior, and also jointly mediated in the chain. These findings enrich existing research results on miners' unsafe behavior and provide a beneficial enlightenment to coal mine safety management. [ABSTRACT FROM AUTHOR]

Individuals' unsafe behavior is identified as one of the important reasons leading to construction industry accidents. The purpose of the present study is to explore the mechanism of role stressors' impact on unsafe behavior, the mediating role of psychological strain and the moderating role of empowering leadership among construction workers. The sample used for the analyses in this study includes 600 employees from 10 different construction companies in China. Bootstrap analysis was performed to explore the mediating role of psychology strain, and hierarchical linear regression analysis was performed to explore the moderating role of empowering leadership. The results showed that role stressors were positively related to unsafe behavior; psychology strain mediates the relationship between role stressors and unsafe behavior; and empowering leadership moderates the relationship between psychological strain and unsafe behavior. The findings indicate that empowering leadership can decrease unsafe behavior. [ABSTRACT FROM AUTHOR]

Objectives. This article aims to prompt first-line workers to go beyond regular job roles and engage in more discretionary safety behavior-safety participation in the Chinese construction industry. The construction industry is a high-risk industry, and first-line workers are more likely to be exposed to workplace hazards. Once accidents happen, the negative consequences would come out. Therefore, employee voluntary safety behavior is focused on in this research. Methods. The present research framework examines the roles of safety leadership and safety management practices from the group and organizational perspectives in predicting the voluntary safety behavior (safety participation) of first-line workers in the Chinese construction industry through casual-chain mediators (safety climate and job satisfaction). In this study, partial least squares structural equation modeling (PLS-SEM) is adopted for data analysis and hypotheses testing. Results. After data analysis, the results show that safety leadership and safety management practices are significantly and positively associated with safety participation of first-line workers through safety climate and job satisfaction. Moreover, safety management practices have a more statistical effect on safety climate compared to safety leadership. Conclusions. These results provide some practical implications for facilitating the workers to conduct safety participation in the construction industry. [ABSTRACT FROM AUTHOR]

Objectives. Frequent occurrence of workplace accidents may be caused by a lack of attention by team members to safety behaviors on the spiritual level. It is very important to investigate the incentive mechanism of spirit factor on team safety performance. Methods. Based on social cognition theory and social interaction theory, this study analyzed matching data from 717 employees across 173 teams, and verified the mechanism underlying team-level spiritual leadership on team safety performance. Results. Spiritual leadership not only helped improved a team's safety performance, but also affected it through team reflexivity. Meanwhile, work interdependence positively moderated the positive relationship between team reflexivity and team safety performance, as well as the mediating role of team reflexivity. Conclusions. The findings expanded the research scope of leadership style-safety performance at the team level, and provided guidelines for managers to promote safety and healthy development of a team in practice. [ABSTRACT FROM AUTHOR]

An editorial is presented that profiles Stephen Reynolds, a significant figure in agricultural health and safety, tracing his illustrious career from his academic journey to his impactful contributions in occupational health and safety issues within agricultural settings. It mentions that his global collaborations and mentorship have not only shaped policy discussions but also earned him prestigious awards and recognition.

An effective safety leader is more than a job or position in an organisation. Safety leaders must understand and mitigate workplace risks and difficulties for themselves, their team and their organisation. One of the essential aspects of Process Safety Management (PSM) is that leaders and managers understand the qualities and safety behaviour of all chemicals utilised in the process. This paper emphasises that leaders and managers promote a positive safety culture by showing safety commitment; they have more influence to pave all activities while ensuring it is conducted safely within the organisation. Due to human characteristics, it may be challenging to obtain all 'perfect' leadership and management traits. But leadership is a skill that anyone can develop. Competency, empowerment, compliance, governance and dedication to safety are more important than leadership styles in a small organisation. The most exemplary leaders are articulate and can adapt their style to the situation. [ABSTRACT FROM AUTHOR]

Objectives. The purpose of this study is to present a model – the safety performance map – that specifies the key factors influencing organizations' safety performance and suggests the relationships between the identified factors. There is a need for an exhaustive illustration of the path leading to occupational health and safety (OHS) supporting measuring, managing and developing OHS proactively. Methods. A qualitative multiple-case study consisted of three stages: design, iteration and testing of the created model. An interview study was conducted in four companies from different industries, and later the model was tested in three complementary companies. The companies involved represented the metal, food, forest and chemical industries; industrial services; and infrastructure and house construction. Results. The study identified a total of 42 individual factors that fall under the following seven main perspectives on OHS: OHS management, OHS leadership, structure, processes, culture, individual behavior and performance. Conclusions. The study suggests the safety performance map to illustrate the path leading to OHS and indicative causal relationships between the factors affecting it. The same factors affecting OHS recur in all of the included industrial contexts. The study answers the call for proactive performance measurement and more balanced measurement systems for safety. [ABSTRACT FROM AUTHOR]

Objectives. Workplace safety problems are often catastrophic. There are both external and internal factors that influence employee safety performance. Strengthening internal factors is crucial to enhancing safety performance. Methods. Through a sense-making perspective, in the present study the impact of spiritual leadership on employees' career callings and safety performance was investigated, along with the moderating function of future work self-salience. A total of 339 paired leader–employee data were obtained. Results. Spiritual leadership significantly improved employee safety performance. Career callings served a mediating role between spiritual leadership and employee safety performance. The moderating effect of future work self-salience was significant. When future work self-salience was high, the influence of career callings on employees' safety performance was greater. Conclusion. The present results indicated that spiritual leadership sense-giving influences the development of employees' career sense and improves employees' safety performance in regard to spiritual motivation and pursuing career callings. In the present article, a theoretical and practical basis is provided for the safe development of organizations and society. [ABSTRACT FROM AUTHOR]

Non-technical skills, the social and cognitive skills thought necessary for safe and effective working, have been studied within the farming context over the past six years. However, these skills are not yet taught as part of a safety curriculum for farmers, due, in part, to a lack of defined framework and assessment system. The current paper describes the development of the FLINTS behavioral marker system for discussion, observation, evaluation and feedback on non-technical skills for farmers. The development of the behavioral marker system proceeded through three key stages. First, the current research knowledge on non-technical skills was synthesized to compile a list of non-technical skill categories and elements. Second, a series of discussion groups with subject matter experts was conducted to develop behavioral markers for each element. Lastly, refinement and review of the system was undertaken by academics and experts. The prototype FLINTS taxonomy containing five non-technical skill categories and 16 elements was produced. The non-technical skill categories comprised situation awareness, teamwork & communication, leadership, task management and decision-making each with specific elements and behavioral markers. FLINTS represents the first behavioral marker system for farmer non-technical skills, constructed through expert knowledge and advice via discussion and review groups, combined with underpinning research findings. This represents the first step towards the development of non-technical training and assessment for farmers. The current version of the FLINTS system is freely available to all potential users (). [ABSTRACT FROM AUTHOR]

Armed forces are expected to support operations domestically and internationally. To perform their assigned duties, optimal preparation to participate in today's complex security environment and in a wide range of operations is crucial. Central to these complexities are the psychosocial challenges that such an intense work environment creates. This article explores the impact of Emotional Intelligence (EI) in the military domain. Literature from various countries confirms a strong link between the competencies associated with EI and leaders' responsibilities. EI can be taught, developed, and enhanced as a group of competencies that directly affect the efficiency of a leader. Research has established a number of protective variables that could reduce the impact of stress on military personnel's emotional health and behavioural issues. We provide evidence that EI training and EI interventions help, improve, and moderate the individual's capacity to adapt to and manage stress and traumatic experiences. We also explore the implications for Human Resource Development (HRD) whose role is pivotal in the military career cycle; from pre-deployment during the formative years by developing soldiers through responsive, tailored, and effective programmes, to post-deployment with initiatives to improve career development, job fulfilment and the successful integration of veterans into civilian life. [ABSTRACT FROM AUTHOR]

Previous studies have concentrated on the value of managerial leadership for safety behavior conduct by employees in the workplace. However, safety leadership styles concerning mindful safety practices have rarely been examined. The goal of this study is therefore to investigate the relationships between safety-specific leaderships (transformational and active transactional leadership) and the adoption of mindful safety practices among first-line workers mediated by safety climate in the Chinese petroleum industry. Data were obtained from first-line workers in two Chinese petroleum companies. PLS-SEM results show that transformational and active transactional leadership are positively related to safety climate, which in turn affects mindful safety practice adoption in the Chinese petroleum industry. The results of the current study indicate that transformational and active transactional leadership in a safety-specific view offer a comprehensive leadership model for mindful safety practices conduct in the Chinese petroleum industry. [ABSTRACT FROM AUTHOR]

Objectives. In developing countries, health and safety is not given importance especially in small and medium-sized enterprises (SMEs). Incidents in health and safety are continuously increasing. The major reason is a lack of workplace safety culture. Secondly, enterprises lack resources, therefore it becomes hard for them to provide safety climate. Along with safety climate and safety culture, the behavior of leadership plays a significant role toward safety performance. Therefore, the purpose of this study is to analyze the moderating role of leadership for gaining safety performance through safety culture and safety climate. Methods. For the said purpose, the authors collected data from laborers and managers. A structured questionnaire was adopted and, after ensuring the reliability, structural equation modeling was applied. Results. The findings revealed that safety culture and safety climate both have a significant impact over safety performance; however, transformational leadership only moderates the relationship between safety culture and safety performance. Conclusions. Identification of the moderating role of transformational leadership is a significant contribution in social cognitive theory. Future researchers are also guided to identify the same link for large industries of developing countries. [ABSTRACT FROM AUTHOR]

Transactional and transformational safety leadership have been repeatedly found to be important for safety. Yet how transactional and transformational leadership behaviours are most effectively demonstrated can be dependent on the context and industry. Using an ethnographic approach, supervisor safety leadership was explored across eleven construction sites in Australia. The findings revealed that, within the construction site context, contingent reward, idealised influence, and management-by-exception behaviours demonstrated by supervisors closely aligned with their definitions in Full-Range Leadership Theory (FRLT). These three types of leadership behaviour reflect observation of supervisors' positive actions, which included: praising workers for good safety performance; proactively anticipating and attending to safety issues; and consistently leading-by-example with safety, even at times of significant production pressure. Other theoretically described dimensions of leadership behaviour, i.e. individual consideration, inspirational motivation, and intellectual stimulation, were not directly reflected in observed supervisors' behaviour in the way they are conceptualised in FRLT. The existence of a good supervisor-worker relationship enabled workers to comfortably raise safety issues, think creatively about how to undertake work safely, and talk to their supervisor if they were experiencing personal problems. These are motivational, intellectual, and empathetic elements of leadership, which do not directly align with the way leadership behaviours are conceptualised in mainstream FRLT. The study suggests that, in the construction worksite context, leadership behaviours may take a form that differs from theoretical ideal types and that ethnographically attained insights into supervisors' interactions with workers can contribute to understanding transformational and transactional leadership in practical terms. [ABSTRACT FROM AUTHOR]

Although workplace bullying has been long recognised as an organisational level phenomenon, few studies have explored how different organisational factors come together to influence bullying risk. In this study, we integrate theories on organisational psychosocial safety climate (PSC) and social information processing to understand how PSC is related to bullying exposure, mediated through leadership. We conceptualise and find support for how both organisational and supervisory factors align to shape the likelihood of bullying. Both constructive and laissez-faire leadership are incorporated into the model to explore the positive and negative pathways from PSC to bullying in a high-risk sample: 1,231 employees from 47 New Zealand public sector agencies who face high levels of emotional labour demands in their work. Findings from multilevel modelling corroborate the direct negative effect of PSC on bullying and confirm the predicted mediated pathways through both types of leadership to bullying, which is negatively associated with job satisfaction. Our findings shed light on how organisational factors at different levels combine to influence bullying, highlighting the potential (and need) for a multi-faceted approach to the prevention of bullying and mitigation of its negative effects. [ABSTRACT FROM AUTHOR]

Based on the social information processing theory and impression management theory, we construct a moderated mediation model to explore how and when subordinates' moqi affects safety behaviour. A questionnaire study was conducted, using cluster random sampling, to select 841 employees from a state-owned petrochemical enterprise in Chinese as the subjects, data was collected in two stages. Subordinates' moqi, job satisfaction, team psychological safety, and safety behaviour scales are chosen as measuring tools. Subordinates' moqi has positive effects on safety compliance and safety participation; job satisfaction mediates the relationship of subordinates' moqi and safety compliance, and safety participation; when team psychological safety is at a lower level, subordinates' moqi has a stronger promotion effect on safety compliance and safety participation through job satisfaction. Subordinates' moqi can be an effect way to promote safety behaviour, and job satisfaction might be a psychological process in the above relation. Team psychological safety plays a moderating role in this mediation process. KEY POINTS What is already known about this topic: There is a limit on the extent to which employees' safety behaviour can be improved through physical factors (such as safety equipment). Soft factors in organizations, such as leadership styles, leaders' behaviours, and safety culture have effects on safety behaviour. Subordinates who have a state of moqi with their supervisors can implicitly understand the intention and expectation of their supervisors, and ultimately perform behaviours expected by the supervisors. What this topic adds: The positive relationship between subordinates' moil and employee safety behaviour is discussed for the first time. We uncovered the psychological process of subordinates' moqi affecting safety behaviour, that is, the indirect role of job satisfaction. Team psychological safety can moderate the indirect effect of subordinates' moqi on safety behaviour through job satisfaction. [ABSTRACT FROM AUTHOR]

The article presents the discussion on improving the working conditions and safety for the million garment workers. Topics include impact and effectiveness of worker-focused initiatives at the community level overlooked with all the attention and resources; and increasing attention to OHS issues by the participating non-governmental organizations (NGOs).

Leadership is a critical component to an organization's embedded safety culture and influences the ways that health and safety is enacted on site. Empirical research has demonstrated that by improving leadership, safety outcomes are likely to improve as well. Worker perceptions are shaped through leader–employee interactions over time. However, few details are known about social support dimensions (i.e., emotional, informational, and tangible support) offered by supervisors and what kind of impact this communication has on miners' safety culture perceptions and performance. In order to study leadership communication in a high-risk environment, this study utilized pre- and post-interview data collected with 20 managers and 48 workers to identify positive and negative instances of social support and its implications on worker performance. Findings show that emotional support, although helpful in motivating miner compliance and proactivity, was harder to tailor and to be received as intended. Informational support not only had the largest impact on miners' behaviors but was also carried out by miners through support to their coworkers. Finally, tangible support in the form of supervisor assistance had a larger impact on worker behavior than offering incentives or other tangible rewards. By demonstrating the communication offered and desired within these three support dimensions – informational, emotional, and tangible – practitioners can see what is lacking in their organization and whether a shift is needed to balance supportive communication. [ABSTRACT FROM AUTHOR]

More than 20% of all reported occupational accidents in Europe in 2015 occurred within the construction industry. Leadership is an imperative antecedent to occupational safety. Transformational leadership is considered a central aspect of safety-promoting leadership and passive/avoidant leadership is considered a central aspect of poor safety leadership. This study aimed to comprehensively elucidate concrete, real-life transformational and passive/avoidant leadership behaviours through context-specific descriptions of day-to-day interactions between construction site managers and employees. A mixed method design was applied, combining structured observations of construction site managers, with questionnaire responses from construction employees. With this design, common method bias was eliminated. The results provide context-specific examples of transformational and passive/avoidant leadership behaviour. High proportions of observed transformational leadership was found to predict high construction site safety. High proportions of observed passive/avoidant leadership was found to predict low construction site safety. The proportion of transformational leadership behaviour was higher among site managers in Sweden than in Denmark, indicating that national cultural context may be an antecedent to safety leadership among construction site managers. Applying less passive/avoidant leadership and more transformational leadership appears to be an effective way for construction site managers to improve occupational safety in the industry. [ABSTRACT FROM AUTHOR]

Background: Logging is recognized as one of the most dangerous industries in the United States (US), ranking among those with the highest occupational injury and fatality rates. Although logging operations in the Southeastern US have lower rates of injuries and fatalities compared to other regions of the US, due in part to the use of large machinery to fell timber as opposed to chainsaw felling, safety hazards continue to persist. The hazards present in the logging cut sites in which loggers operate may result in worker injury, illness, or fatality. Our objective was to develop, deliver, and evaluate a safety management and leadership training among logging contractors and supervisors using mobile tablets as a personal learning environment. Methods: A safety leadership and management training vignette was developed based on previously collected focus group needs assessment data. A non-random sample of 31 male logging supervisors received the safety leadership and management training on a mobile tablet. Kirkpatrick Levels 1, 2, and 3 training effectiveness evaluations were performed. Results: A statistically significant large effect size suggests safety knowledge was gained among training participants when comparing post-test scores to pre-test scores (Level-2). Participants rated their training experience favorably (Level-1), and applied knowledge gained from the training throughout their weekly work activities three months after training (Level-3). Conclusion: Our findings suggest the utilization of mobile learning techniques can be an effective means to deliver safety management and leadership training content to logging contractors and supervisors. Future trainings should be linguistically and literacy-level appropriate, as well as comprehensive in nature, including meaningful and relevant content. Our observations support the use of mobile devices as just one component of a more comprehensive health and safety management program for workers in the logging industry. [ABSTRACT FROM AUTHOR]

Although studies suggest that transformational leaders play an important role in employee health and well-being, the relationship between transformational leadership and employee burnout remains unclear. One reason may be that moderators may play an important role. Building on conservation of resources theory, we examined if leaders' perceptions of internal and external resources in terms of vigour and peer support augmented the relationship between transformational leadership and employee burnout in a sample of municipality workers and their leaders in Sweden (N = 217). Multilevel analyses over two time points revealed that both vigour and peer support enhance this relationship, such that when leaders experience high levels of vigour or peer support, the negative relationship between transformational leadership behaviours and employee burnout was strengthened. Our findings suggest that both personal and contextual resources may help leaders to better engage in transformational leadership, which is important in order to protect employees from burning out. [ABSTRACT FROM AUTHOR]

Current frameworks of leadership are based on face-to-face interaction. A growing number of workers work away from their main location of work; this makes it challenging for leaders to ensure the health and safety of distributed workers. In the present study, we explore the relationship between line managers' health and safety leadership and distributed workers' health and safety behaviours. We also explore the organisational procedures and practices that may enhance the impact of health and safety leadership. We included a broad range of distributed workers (in analyses, minimum N = 626) from 11 organisations. We found that health-and-safety-specific leadership was positively related to distributed workers' self-rated health, safety compliance and safety proactivity. These relationships were augmented by distributed workers' sense of being included in the workplace. Knowledge sharing among colleagues was associated with safety compliance when health-and-safety-specific leadership was low. Our results indicate that one way of addressing the challenges of distributed working may be through line managers putting health and safety on the agenda. [ABSTRACT FROM AUTHOR]

The Safety and Health Improvement Program (SHIP) was designed to increase workers' safety and health using supervisor/leadership training. SHIP was implemented and evaluated in a cluster randomized controlled trial with 20 supervisors and 292 construction crew members representing a high-risk industry. The intervention had three components: (1) computer-based training to teach supervisors ways to better support worker safety and work-life challenges; (2) supervisor behavioural self-monitoring to facilitate transfer of training to practice; and (3) team-based discussions with supervisors and work crew members to identify challenges and opportunities for improvement with 30, 60, and 90 day follow-up check-in meetings. Main effects for the intervention on perceptions of family supportive supervisor behaviors, team effectiveness, and work-life effectiveness were not found, suggesting that the pre-intervention context could help explain the lack of intervention effects. We found that the intervention was more beneficial for work crew members who had poorer pre-intervention perceptions of their supervisor (lower leader-member exchange) and lower perceived team cohesion, suggesting the important impact of the organisational context on intervention effects. We argue that perhaps these work crews were more ready for change and improvements in functioning than were the crews that were already functioning well. [ABSTRACT FROM AUTHOR]

We examined a largely ignored but imperative dimension of safety literature by testing the impact of ethical leadership style on organizational safety performance. We also tested dual mediating paths of safety culture and safety consciousness in the relationship between ethical leadership style and organizational safety consciousness. Data (N = 230) were collected from a large public sector telecom company in Pakistan. Confirmatory factor analysis was used to assess the reliability and validity of the study scales and model fit. Preacher and Hayes’s (2008) macro of mediation was employed to test the direct and indirect paths proposed in the study. The findings suggest that ethical leadership has a positive impact on organizational safety performance. Partial mediating roles of safety culture and safety consciousness were also found between the dependent and independent variables. Theoretical and practical implications are discussed. [ABSTRACT FROM AUTHOR]

Distributed workers - those who work autonomously and remotely from their organisation’s main locations for at least some of their work-time - are an important and growing proportion of the workforce that share common characteristics of temporal and spatial distance. Yet, many leadership styles and management practices assume face-to-face interaction, potentially rendering them less helpful in trying to ensure good occupational safety and health (OSH) outcomes for distributed workers. We conducted a systematic literature review to examine the leadership and management of OSH for distributed workers. Twenty-three papers were identified. Eleven papers identified established leadership styles, including leader-member exchange, (safety specific) transformational and considerate leadership. Twenty papers examined management. Findings from these 20 papers were interpreted as representing resources, deployed through management and utilised by managers to ensure OSH for distributed workers, including communication technologies, social support and a good safety climate. Despite limited research in this area, findings indicate the importance of both leadership and management in ensuring OSH for distributed workers. Findings suggest a fertile area for future enquiry. [ABSTRACT FROM AUTHOR]

For the last several decades, financial support for agricultural safety and health programs and professionals has primarily been covered by public dollars through federal and state government grant programs and appropriations. This federal and state funding provided a tremendous boost to farm safety and health professionals and program efforts for 30+ years and has provided the foundation and structure for current agricultural safety and health efforts and activities. However, there is reason to question long-term sustainability of a sufficient level of federal and state dollars for agricultural safety and health. Public funding for agricultural safety and health has never quite kept up to inflation, but even more ominous is that the entire agricultural safety and health program has been proposed for elimination each year by the White House budget beginning with the fiscal year 2012. It seems prudent, perhaps even imperative, for the agricultural safety and health community to find alternative support mechanisms. We suggest that now is a great time for agricultural businesses, services, and organizations to step up their financial support. Fortunately, several positive examples have recently surfaced within the agricultural community. As the agricultural industry continues to be a dominant enterprise in the United States, the integration of significant funding and the role of leadership from within the industry must continue to expand. [ABSTRACT FROM AUTHOR]

The Violence Prevention Community Meeting (VPCM) is to reduce violence on inpatient psychiatry units, and has been written about elsewhere. The purpose of this article is to explain how other nurses can implement a similar meeting in their work setting. Details of different aspects of the VPCM are provided including the purpose, administrative support role of patients and staff, and the content and process of the VPCM. The reader is presented with several different scenarios about assault. The VPCM is an innovative, group-based treatment, administered by nursing staff members. Goals of the VPCM are to promote a shared culture of safety and respect among patients and nursing staff, and freedom for patients and staff from being targets, perpetrators, or witnesses of verbal or physical violence. [ABSTRACT FROM PUBLISHER]

Safety leadership is an important factor in supporting safety in high-risk industries. This article contends that applying systems-thinking methods to examine safety leadership can support improved learning from incidents. A case study analysis was undertaken of a large-scale mining landslide incident in which no injuries or fatalities were incurred. A multi-method approach was adopted, in which the Critical Decision Method, Rasmussen’s Risk Management Framework and Accimap method were applied to examine the safety leadership decisions and actions which enabled the safe outcome. The approach enabled Rasmussen’s predictions regarding safety and performance to be examined in the safety leadership context, with findings demonstrating the distribution of safety leadership across leader and system levels, and the presence of vertical integration as key to supporting the successful safety outcome. In doing so, the findings also demonstrate the usefulness of applying systems-thinking methods to examine and learn from incidents in terms of what ‘went right’. The implications, including future research directions, are discussed. Practitioner Summary:This paper presents a case study analysis, in which systems-thinking methods are applied to the examination of safety leadership decisions and actions during a large-scale mining landslide incident. The findings establish safety leadership as a systems phenomenon, and furthermore, demonstrate the usefulness of applying systems-thinking methods to learn from incidents in terms of what ‘went right’. Implications, including future research directions, are discussed. [ABSTRACT FROM AUTHOR]

A recent prevalence of high visibility catastrophic events has garnered increased attention to process safety issues. While the use of Behavior-Based Safety interventions demonstrate a reduction in workplace injuries by targeting employee behavior, we believe that process safety requires a greater focus on the behavior of leaders (e.g., creating and executing strategy). One effective method to begin targeting leader behavior for the improvement of process safety is to teach leaders about the principles of behavior, including ways by which the science may be applied within their own organizational models. [ABSTRACT FROM AUTHOR]

Knowing about organisational safety culture in public transportation system can provide an appropriate guide to establish effective safety measures and interventions to improve safety at work. The aim of this study was investigation of association between safety culture dimensions (leadership styles and company values, usage of crashes information and prevention programmes, management commitment and safety policy, participation and control) with involved self-reported crashes. The associations were considered through Spearman correlation, Pearson chi-square test and logistic regression. The results showed an association among self-reported crashes (occurrence or non-occurrence) and factors including leadership styles and company values; management commitment and safety policy; and control. Moreover, it was found a negative correlation and an odds ratio less than one between control and self-reported crashes. [ABSTRACT FROM AUTHOR]

The overall objective of this longitudinal study was to investigate the association between perceived leadership and employee well-being from a person-centred approach utilizing the principles of the conservation of resources theory (Hobfoll, S. E. (1989). Conservation of resources: A new attempt at conceptualizing stress.American Psychologist, 44, 513–524; Hobfoll, S. E. (2002). Social and psychological resources and adaptation.Review of General Psychology, 6, 307–324). First, we aimed to identify latent classes (i.e., subgroups) of employees that demonstrated similar mean levels of stability and change in occupational well-being (i.e., vigour and emotional exhaustion) across a mean time-lag of 14 months. Second, we ascertained whether employees in the latent well-being classes differed in their ratings of transformational, authentic, and abusive leadership behaviours across time. Self-report data were obtained from Finnish employees (N = 262, 88% women) working in a variety of municipal jobs. Using factor mixture modelling, four latent well-being classes were identified, indicating good (79%), low (10%), improving (8%), and deteriorating (3%) well-being. Congruence in both level and change of well-being and perceived leadership was found. That is, employees with better well-being across time reported more favourable leadership behaviours at both time points, and changes in employee well-being were reflected as changes in perceived leadership. The close relationship between perceived leadership and well-being is discussed from both a leader-centric (leadership as a resource) and a follower-centric (well-being as a resource) perspective. [ABSTRACT FROM PUBLISHER]

An editorial is presented in which the study focus on occupational health psychology (OHP), published in Work & Stress. Topics discussed the effects of various sorts of job demands and job resources on worker health and well-being, bullying and aggression in the workplace, and the relation between effort and recovery; studies on several issues including challenges and issues in future research on leadership in OHP and the effects of leadership on follower well-being.

The article invites research papers that address challenges facing leaders in managing employee safety, health and well-being and in promoting a healthy and productive workforce and other challenges in leadership and occupational health psychology.

Background: The workplace is an important setting for the prevention of non-communicable diseases (NCDs). Policies for transformation of the workplace environment for occupational health and safety in South Africa have focused more on what to do and less on how to do it. There are no guidelines and little evidence on workplace-based interventions for NCDs. Objective: The aim of this study was to learn how to transform the workplace environment in order to prevent and control cardio-metabolic risk factors for NCDs amongst the workforce at a commercial power plant in Cape Town, South Africa. Methods: The study design utilized participatory action research in the format of a cooperative inquiry group (CIG). The researcher and participants engaged in a cyclical process of planning, action, observation and reflection over a two-year period. The group used outcome mapping to define the vision, mission, boundary partners, outcomes and strategies required. At the end of the inquiry the CIG reached a consensus on their key learning. Results: Substantial change was observed in the boundary partners: catering services (78% of progress markers achieved), sport and physical activities (75%), health and wellness services (66%) and managerial support (65%). Highlights from a 10-point consensus on key learning included the need for: authentic leadership; diverse composition and functioning of the CIG; value of outcome mapping; importance of managerial engagement in personal and organizational change; and making healthy lifestyle an easy choice. Conclusion: Transformation included a multifaceted approach and an engagement with the organization as a living system. Future studies will evaluate changes in the risk profile of the workforce, as well as the costs and consequences for the organization. [ABSTRACT FROM AUTHOR]