1. Identifying the optimal safety leader: a person-centered approach
- Author
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Sharon Clarke, Sara Willis, and Elinor O'Connor
- Subjects
Organizational Behavior and Human Resource Management ,Social Psychology ,Leadership development ,media_common.quotation_subject ,05 social sciences ,Applied psychology ,050401 social sciences methods ,Management Science and Operations Research ,Workplace safety ,Affect (psychology) ,Person-centered therapy ,Adaptability ,0504 sociology ,Transformational leadership ,Transactional leadership ,0502 economics and business ,Psychology ,050203 business & management ,Applied Psychology ,media_common - Abstract
PurposeThe research aimed to uncover leader profiles based on combinations of transformational (TFL), transactional (TAL) and passive leadership (PAL) and to examine how such constellations affect safety. Leader adaptability was tested as an antecedent of leader profiles.Design/methodology/approachUsing latent profile analysis, the effect of different leader profiles on workplace safety was investigated in two survey studies.FindingsIn total, four leader profiles emerged: “active,” “stable-moderate,” “passive-avoidant” and “inconsistent” leader. A stable-moderate leader profile was identified as the optimal leader profile for safety performance. Leader adaptability was identified as a predictor of leader profile membership.Practical implicationsSafety leadership development should focus on training managers in optimal combinations of leadership practices.Originality/valueThe research calls into question the existence of a transformational or transactional leader. The findings suggest that higher frequency of leadership practices is not always more beneficial for workplace safety.
- Published
- 2021
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