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Health and safety management system (HSMS) document reviews show occupational health and safety policies as a primary system element. One way that companies operationalize tasks and communicate expectations to their employees is through their health and safety policies. As a result, policies should be visible and clearly promote desired practices. However, limited research exists on the quantity and scope of health and safety practices within company policies. In response, this study analyzed the publicly available health and safety policies of 26 mining companies to determine the quantity of health and safety practices that mining companies encourage in relation to the plan-do-check-act cycle. A thematic content analysis of the policies identified elements and practices within the text. On average, companies communicated information on about seven elements (range 1 to 14, SD = 3.49) and discussed 15 practices (range 2-34, SD = 9.13). The elements in which companies highlighted the most practices were risk management, emergency management, leadership development, and occupational health. A discussion of the policy trends shows areas that mine sites can improve upon within their plan-do-check-act cycle, in addition to encouraging the use of both leading and lagging indicators when checking and acting to manage health and safety performance. [ABSTRACT FROM AUTHOR]

The purpose of this study was to explore organizational learning in an orthopaedic hospital unit. Skill in organizational learning is necessary to achieve high reliability in a dynamic healthcare environment, yet organizational learning in hospital units is not well understood. A learning history was conducted with a high-performing orthopaedic unit. Findings were interpreted in the context of a previous learning history conducted with a critical care unit. Despite contextual differences, each unit progressed through the same four developmental stages to achieve its current state of high reliability. On both units, psychological safety and a healthy work environment proved essential for developmental progression. Hospital units may progress through distinct developmental stages to achieve their desired outcomes. Psychological safety and a healthy work environment appear foundational to organizational learning in hospital units. Nursing leaders should work with team members to evaluate their unit's development and use suggested strategies to facilitate organizational learning. [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]

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]

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]

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]

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As the world watches war unfolding in Ukraine, leadership under the most extreme pressures is on full display. Health care and practice environments are not being bombed, but similar extreme events from the pandemic to workforce shortages to workplace safety to worsening equity outcomes are converging to challenge leaders in their roles. The daily pressures of solving and responding can drain the reserves of any leader. What can courageous leadership do for teams and those who lead them? [J Contin Educ Nurs. 2022;53(5):198–199.] [ABSTRACT FROM AUTHOR]

Within the existing leadership literature, the role of context for shaping the effectiveness of leadership is yet to be fully understood. One type of context that poses particular challenges for leaders is an environment where safety is highly critical (i.e., high exposure to risk and likelihood of an accident). We hypothesize that such environments call for specific transformational and transactional leadership behaviours, which differ from those behaviours most effective in less safety-critical contexts. We tested for moderating effects of perceptions of hazard exposure and accident likelihood on the relationship between transformational leadership and Management-By-Exception-Active with safety and job performance outcomes. The moderation effects of accident likelihood on the link between transformational/ MBEA leadership and subordinate performance were supported, demonstrating variation in the effectiveness of leader behaviours dependent on followers' perceptions about the likelihood for an accident. MBEA leadership was found to be more strongly linked to contextual performance and safety participation if accident likelihood was high, but not under low accident likelihood conditions. Transformational leadership was found to be less strongly related to these performance outcomes in contexts where safety was perceived as highly critical. Our findings have important theoretical and practical implications, and call into question the universality of the transformational-transactional leadership framework. Practical considerations focus on the implications for managers and supervisors who operate in safety-critical contexts. Practitioner points Safety-critical contexts pose particular challenges to leaders. If safety is perceived as highly critical, leaders and/or followers may hold different expectations about leadership and different leadership styles could be required compared to contexts where safety is not critical., Perceived effectiveness of transformational leadership and Management-By-Exception-Active for employees' safety participation and contextual performance is influenced by employees' perceptions of the risk for an accident within their work context., Management-By-Exception-Active is effective for enhancing team members' extra effort for safety and contextual performance if the perceived risk of an accident is high, but less effective if perceptions of accident likelihood are low., Managers and supervisors should therefore pay attention to employees' perceptions of risk of an accident and the factors that determine how employees perceive their context. [ABSTRACT FROM AUTHOR]

To ensure the safety of staff, patients, and visitors to psychiatric inpatient units, a standardized safe search protocol was developed and implemented across a psychiatric facility. This article provides an overview of the methods used in the planning, implementation, and spread of this quality improvement initiative, focusing on the concepts of change management, leadership, and team involvement. The professional development of point-of-care staff is enhanced by active engagement in quality improvement initiatives. [ABSTRACT FROM AUTHOR]

The article focuses on interaction of health and safety of health care workers and patients in the healthcare system of the U.S. It discusses the report titled "To Err is Human" in 2000 published by the U.S. Institute of Medicine related to patient safety. It mentions a Summit hosted by the American College of Occupational and Environmental Medicine (ACOEM) and the Underwriters Laboratories Integrated Health and Safety Institute (ULIHSI) related to the issues.

Aim This study analysed nurses' perceptions of authentic leadership and safety climate and examined the contribution of authentic leadership to the safety climate. Background It has been suggested and emphasised that authentic leadership should be used as a guidance to ensure quality care and the safety of patients and health-care personnel. Methods This predictive study was conducted with 350 nurses in three Turkish hospitals. The data were collected using the Authentic Leadership Questionnaire and the Safety Climate Survey and analysed using hierarchical regression analysis. Results The mean authentic leadership perception and the safety climate scores of the nurses were 2.92 and 3.50, respectively. The percentage of problematic responses was found to be less than 10% for only four safety climate items. Hierarchical regression analysis revealed that authentic leadership significantly predicted the safety climate. Conclusions Procedural and political improvements are required in terms of the safety climate in institutions, where the study was conducted, and authentic leadership increases positive perceptions of safety climate. Recommendations for nursing management Exhibiting the characteristics of authentic leadership, or improving them and reflecting them on to personnel can enhance the safety climate. Planning information sharing meetings to raise the personnel's awareness of safety climate and systemic improvements can contribute to creating safe care climates. [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]

Objectives The construction industry accounted for >20% of all fatal occupational accidents in Europe in 2014. Leadership is an essential antecedent to occupational safety. The aim of the present study was to assess the influence of transformational, active transactional, rule-oriented, participative, and laissez-faire leadership on safety climate, safety behavior, and accidents in the Swedish and Danish construction industry. Sweden and Denmark are similar countries but have a large difference in occupational accidents rates. Methods A questionnaire study was conducted among a random sample of construction workers in both countries: 811 construction workers from 85 sites responded, resulting in site and individual response rates of 73% and 64%, respectively. Results The results indicated that transformational, active transactional, rule-oriented and participative leadership predict positive safety outcomes, and laissez-faire leadership predict negative safety outcomes. For example, rule-oriented leadership predicts a superior safety climate (ß=0.40, P<0.001), enhanced safety behavior (ß=0.15, P<0.001), and fewer accidents [odds ratio (OR) 0.78, 95% confidence interval (95% CI) 0.62-0.98]. The effect of rule-oriented leadership on workers' safety behavior was moderated by the level of participative leadership (ß=0.10, P<0.001), suggesting that when rules and plans are established in a collaborative manner, workers' motivation to comply with safety regulations and participate in proactive safety activities is elevated. The influence of leadership behaviors on safety outcomes were largely similar in Sweden and Denmark. Rule-oriented and participative leadership were more common in the Swedish than Danish construction industry, which may partly explain the difference in occupational accident rates. Conclusions Applying less laissez-faire leadership and more transformational, active transactional, participative and rule-oriented leadership appears to be an effective way for construction site managers to improve occupational safety in the industry. [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]

BACKGROUND: Survey items on the Healthy Work Environment Scales (HWES) for nurse leaders (NLs) and direct care nurses (DCNs) were developed using statements from 2 qualitative research studies conducted in a healthcare system. PURPOSE: The purposes of 2 quantitative studies were to develop items on the HWES for NLs and DCNs, to assess the validity and reliability of these new tools, and to describe the NLs and DCNs perceptions of a healthy work environment (HWE) using nonexperimental descriptive designs. METHODS: Each research study had 2 separate phases. In phase 1 of the studies, NLs and DCNs assigned each item to 1 of the 8 characteristics of an HWE to assess face validity. Content validity was determined by calculating the scale content validity and item content validity indices. Based on these results, the items were revised or deleted to obtain version 3 of both tools. In phase 2 of the studies, principal component analysis (PCA) assessed the validity of the tools, Cronbach's α served as the test for reliability, and the NLs and DCNs perceptions of an HWE were measured. RESULTS: Samples included 314 subjects for the HWES for NL study and 986 subjects for the HWES for DCN study. Principal component analysis for the HWES for NLs (version 3) revealed 40 items comprising 4 components, and PCA for the HWES for DCNs (version 3) revealed 39 items comprising 5 components. Internal consistencies of the tools were 0.974 and 0.957, respectively. Based on the findings of these studies, the tools demonstrated promising psychometric properties to measure a HWE in acute care settings. [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: Empowering leadership practise among leaders in the construction industry contributes to improve occupational safety, by stimulating participative safety behaviour among construction workers. Socialization into working life in the construction industry begins during vocational education and training (VET). It is therefore important to understand how VET influence young people's expectations on empowering leadership, i.e. their implicit leadership theories (ILT). The aim of the present study was to assess if empowering ILT of students change during VET, and if students' empowering ILT are influenced by the empowering leadership practice of teachers and workplace supervisors that the students interact with during VET. Methods: Questionnaire data were gathered from students (n = 1907) at seven construction VET-schools in Sweden and Denmark at two occasions, 1 year apart. Accelerated longitudinal design was employed and data were analysed using mixed method growth curve modelling. Results: The empowering ILT of the VET-students was found to increase during VET. The leadership of supervisors', but not of teachers', was found to be positively related to the empowering ILT of the VET-students. Conclusions: VET-students, in the beginning of their professional life, appear to alter their beliefs and assumptions about the characteristics of effective leaders. The ILT of VET-students may thus be regarded as dynamic and responsive, inclined to change as the students socialize into working life. [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]

Introduction: This study is about female nursing staff whose mission is to provide professional care to ailing patients, but who are also vulnerable to bullying, harassment, and even assault while they perform their duties. Objectives: The study attempts to describe the level of perceived workplace security among the nurses and investigate relationship between theoretically identified predictors and the perceived workplace security of nurses working in public hospitals in Lahore city. Study Design: Factors such as civility in co-worker behavior, clarity of norms of communication with co-workers, integrity and trust of the leaders, awareness of law and legal procedure related to harassment at work place and physical settings characteristics-including transparency and privacy at the workplace-were modeled through a cross-sectional research design as contributing towards workplace security of female nurses. Study Period: Oct 2015 to May, 2016. Methods: Multi-stage probability sampling was used to collect data from 317 respondents working in five public sector hospitals in Lahore city during first quarter of 2016. Zero-order correlation and multiple regression methods were used to analyze the data. Findings: Results showed that civility (B=.071, p<.000) in co-worker behavior, integrity (B=.185, p<.000) and trust of leaders (B=.059, p<.000) is the most potent factor influencing perceived workplace security of female nurses. Moreover, clear norms of communication (B=.169, p<.000) and privacy (B=.133, p<.000) at workplace also significantly influence their perceived workplace security. Transparency (B=.017, p>.05) in physical settings and awareness (B=-.014, p>.05)of law and legal procedures were found to be insignificant. Conclusion: It was concluded that setting clear work norms and leadership development in the areas of integrity and trust can play a substantial role in improving perception of workplace security in female nursing staff. Awareness of laws regarding harassment among nurses need to be increased through formal and concerted effort. [ABSTRACT FROM AUTHOR]

Aim The aim of this study was to propose a theoretical model and apply it to examine the structural relationships among nurse characteristics, leadership characteristics, safety climate, emotional labour and intention to stay for hospital nurses. Background Global nursing shortages negatively affect the quality of care. The shortages can be reduced by retaining nurses. Few studies have independently examined the relationships among leadership, safety climate, emotional labour and nurses' intention to stay; more comprehensive theoretical foundations for examining nurses' intention to stay and its related factors are lacking. Design Cross-sectional. Methods A purposive sample of 414 full-time nurses was recruited from two regional hospitals in Taiwan. A structured questionnaire was used to collect data from November 2013-June 2014. Structural equation modelling was employed to test the theoretical models of the relationships among the constructs. Results Our data supported the theoretical model. Intention to stay was positively correlated with age and the safety climate, whereas working hours per week and emotional labour were negatively correlated. The nursing position and transformational leadership indirectly affected intention to stay; this effect was mediated separately by emotional labour and the safety climate. Conclusion Our data supported the model fit. Our findings provide practical implications for healthcare organizations and administrators to increase nurses' intent to stay. Strategies including a safer climate, appropriate working hours and lower emotional labour can directly increase nurses' intent to stay. Transformational leadership did not directly influence nurses' intention to stay; however, it reduced emotional labour, thereby increasing intention to stay. [ABSTRACT FROM AUTHOR]

The article examines how a 13-bed critical access hospital in the midwestern U.S. identified a need for an improved safety culture. Topics mentioned include a football-themed program in the hospital called "Flag the Play," topics discussed in the program to foster a culture of transparency and intentional reporting, and improvement in the institution's safety culture through education of staff on the psychological aspects of team dynamics and the potential for groupthink.

The article encourages health care organizations to develop a reporting culture for close calls, or hazardous situations, unsafe acts of conditions, to ensure safety and quality patient care. Examples of inadequate leadership that suppress a culture of safety are cited. Emphasis is given on the need for all levels of leadership to establish trust and performance expectations in a safe environment. It urges for the elimination of fear of punishment and creation of streamlined reporting method.

The article provides a question on how leaders could establish an environment of psychological safety during volatile, uncertain, changing, and ambiguous (VUCA) conditions in healthcare.

BACKGROUND: The American Association of Critical-Care Nurses (AACN) Healthy Work Environment Assessment Tool was developed as a simple screening tool to assess the characteristics of a healthy work environment (HWE) in critical care environments. PURPOSES: The purposes of these 2 qualitative research studies are to explore the nurse leaders' and direct care nurses' perceptions of the meaning of a HWE, to describe the nurse leaders' and direct care nurses' perceptions of a HWE, and to define the characteristics of a HWE in acute care settings. METHODS: Exploratory descriptive designs using focus groups and guided questions with tape-recorded interviews were used to define the characteristics of an HWE. RESULTS: The 6 original themes from AACN HWE standards and 2 new themes emerged as a result of the nurse leaders and direct care nurses defining the characteristics of a HWE, which included appropriate staffing, authentic leadership, effective decision making, meaningful recognition, skilled communication, true collaboration genuine teamwork, and physical and psychological safety. The qualitative statements from these 2 studies will be used in future studies to describe and develop HWE scales for nurse leaders and direct care nurses and to assess the psychometric properties of these new tools. [ABSTRACT FROM AUTHOR]

The study of safety behavior of designated outdoor leaders primarily revolves around their decision making and judgment. The last 10 years, however, have seen relatively little peer-reviewed research regarding guide or instructor safety cognition and behavior. The narrow decision making focus of modern work makes for a field of study disconnected from larger theoretical or organizational science approaches to safety-approaches from which the outdoor leadership safety behavior research agenda may be vastly expanded. The intention of this paper is to place outdoor leadership decision making within the greater context of workplace safety behavior research and to identify important avenues of investigation to further our understanding of the complexity of safety behavior. [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]

The article discusses the use of scenarios to raise awareness of cognitive bias and align safety leadership to enhance decision making. Information is provided on the importance of understanding cognitive bias that impacts decision making, which include anchoring, overconfidence and optimism bias, and rosy retrospection, and consideration for leadership consistency and responsibility.

This study examines the safety performance and safety behavior in a nuclear power plant by investigating the effects of organizational, safety management, and workgroup level factors on safety performance and employee safety behavior in a nuclear power plant. A structural model was proposed to map the relationships between management commitment (MC) to safety, organizational leadership (OL), employee empowerment (EE), safety policies (SPs), safety committees (SCs), safety equipment (SE), teamwork (TW), safety performance (SF), and employee safety behavior (SB). A survey was designed and distributed to 112 nuclear power plant operators. Structural equation modelling was used to analyze data and build and validate a measurement model. The resulting model was used to test the structural model's hypotheses. The results showed that MC and OL significantly affected SF through SP and SE. However, EE failed to influence SF and employee SB through TW. Moreover, MC and OL did not affect SF through SCs. Therefore, ultimate efforts should be made in the nuclear industry to have well-established SCs in safety management systems to influence employee safety participation. In conclusion, this study provides a systematic methodology for enhancing SF and employee SB in nuclear power plants. [ABSTRACT FROM AUTHOR]

Background: While the relationship between nurses' job satisfaction and their work in hospital environments is well known, it remains unclear, which factors are most influential in the nursing home setting. The purpose of this study was to describe job satisfaction among care workers in Swiss nursing homes and to examine its associations with work environment factors, work stressors, and health issues. Methods: This cross-sectional study used data from a representative national sample of 162 Swiss nursing homes including 4,145 care workers from all educational levels (registered nurses, licensed practical nurses, nursing assistants and aides). Care worker-reported job satisfaction was measured with a single item. Explanatory variables were assessed with established scales, as e.g. the Practice Environment Scale -- Nursing Work Index. Generalized Estimating Equation (GEE) models were used to examine factors related to job satisfaction. Results: Overall, 36.2 % of respondents reported high satisfaction with their workplace, while another 50.4 % were rather satisfied. Factors significantly associated with high job satisfaction were supportive leadership (OR = 3. 76), better teamwork and resident safety climate (OR = 2.60), a resonant nursing home administrator (OR = 2.30), adequate staffing resources (OR = 1.40), fewer workplace conflicts (OR = .61), less sense of depletion after work (OR = .88), and fewer physical health problems (OR = .91). Conclusions: The quality of nursing home leadership--at both the unit supervisor and the executive administrator level--was strongly associated with care workers' job satisfaction. Therefore, recruitment strategies addressing specific profiles for nursing home leaders are needed, followed by ongoing leadership training. Future studies should examine the effects of interventions designed to improve nursing home leadership and work environments on outcomes both for care staff and for residents. [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]

The article focuses on the evidence-based leadership strategies for sustaining and promoting and employee engagement for occupational safety. It states that humanistic behaviorism is way off to enhancing the beneficial effect of behavior-based safety and injury-free workplace. It mentions that history and progress of Actively Caring for People that aims to compassionate culture to benefit the safety, health and well-being of others.

Every healthcare worker plays a vital part in minimising the risk of cross infection. Infection prevention and control (IPC) practitioners have the skills and competencies to assist organisations in improving engagement among staff and play a vital part in achieving this. IPC practitioners have skills in clinical practice, education, research and leadership, and these skills ensure high-quality care for patients and support strategies for engaging staff. This article highlights how IPC practitioners' skills and competencies are required for preventing infection and improving staff engagement. Engaged staff generate positive outcomes for both patients and staff, which is a welcome result for all healthcare organisations. [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]