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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]

Aims: To explore the experiences of strategic leads for nurse education as they sought to respond to the COVID‐19 pandemic. Design: We utilised a qualitative interpretative approach to explore education leaders' experiences of leading during the early months of the pandemic. Methods: Nineteen leaders with significant strategic responsibility for nurse education in Australia, Canada, New Zealand, Singapore and the United Kingdom were identified via purposive sampling and agreed to participate. Interviews were held between May and July 2020. Results: Four overarching themes arose from the analysis: (1) Crisis driven adaptability & flexibility; (2) Responsive, complex and changing communication; (3) Making decisions for student and staff safety; (4) Looking to the future; stronger partnerships. Conclusion: Internationally, while nursing education leaders faced different problems, they shared a common goal amidst the crisis to remain student‐centred. They demonstrated they were able to face major challenges, respond to large scale logistical problems and make decisions under significant and ongoing pressure. Impact: In responding to the pandemic, nurse leaders shared knowledge and offered mutual support. This bodes well for future collaboration. The move to online learning accelerated an existing trend and it seems likely that this will continue. Given the pressures they experienced over an extended period, the sector may wish to consider how it prepares and supports existing and future leaders. [ABSTRACT FROM AUTHOR]

Background: Safety systems are socio-cultural in nature, characterized by people, their relationships to one another and to the whole. This study aimed to (i) map the social networks of New Zealand's quality improvement and safety leaders, (ii) illuminate influential characteristics and behaviours of key network players and (iii) make recommendations regarding how networks might be optimized.Methods: Instrumental case study was done using mixed methods. Purposeful sampling was applied to collect survey data from delegates at two national safety and quality forums (n = 85). Social network questions asked respondents who influenced their safety work. Key network players were identified and invited to participate in a semi-structured interview (n = 7).Results: Key players described safety systems in humanistic terms. Safety influence was determined to be a responsive relational process. Adaptive leaders broker relationships between multiple perspectives and contexts, which is essential for safe healthcare.Conclusion: Influential safety approaches appreciate the human contribution to safety. Designing the health system to adapt and respond to the needs of people, teams and communities, rather than the unilateral needs of the system, is essential. Adaptive leadership will assist in achieving these aims and will likely be embraced by New Zealand health professionals. [ABSTRACT FROM AUTHOR]

Purpose: Based on the research findings the authors derive propositions for further research to explore the role of safety and ethical leadership in enhancing health and safety performance within New Zealand companies. The paper aims to discuss this issue. Design/methodology/approach: Based on quantitative and qualitative health and safety data collected by Börner in New Zealand and analysed in the (unpublished) Master Thesis of Lassowski "Supporting Aspects of Organisational culture on Occupational Health and Safety" (2014) the authors will examine in this paper the responses of company governance and senior leadership to reports made from front-line staff about their perception of the safety culture and (potential) threats to health and safety. Findings: The data indicate that company governance and senior leadership are sometimes reluctant to give adequate responses to employee reporting and fail to take effective measures to protect people and the business. Research limitations/implications: Directors and senior leaders need to be vigilant that the company systems remain compliant with Health and Safety legislation and are aligned with best practices in the sector/organisation. Reports from employees using company systems on a daily basis are vital to assure that those systems work as they should, and that action can be taken when (potential) threats to health and safety are reported. Originality/value: The workplace has a significant influence on injury, illness, fatalities and threats to environmental, community and individual wellbeing and this influence can be positive or negative. The research explores the link between the ethics of organisational leadership and its influence on workplace health and safety climate and outcomes. [ABSTRACT FROM AUTHOR]

The author discusses safety in New Zealand industries, citing the incidence of fatalities in New Zealand compared to other countries. Topics include management strategies for reducing the risk of workplace accidents and deaths, leadership behaviour and team culture, and safety motivation of team members.