"Walking the talk": the role of frontline supervisors in preventing workplace accidents

Most existing safety research focuses on climate and leadership, with most leadership studies investigating transformational leadership, which is likely to be more impactful when exhibited by executives that by frontline supervisors. Therefore, focusing on frontline supervisors, we investigate how l...

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Published inEuropean journal of work and organizational psychology Vol. 29; no. 3; pp. 450 - 461
Main Authors Kessler, Stacey R., Lucianetti, Lorenzo, Pindek, Shani, Spector, Paul E.
Format Journal Article
LanguageEnglish
Published Hove Routledge 03.05.2020
Psychology Press
Subjects
Leadership
modelling
Occupational safety
Organization theory
safety climate
safety leadership
Social conditions & trends
Supervisors
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Abstract Most existing safety research focuses on climate and leadership, with most leadership studies investigating transformational leadership, which is likely to be more impactful when exhibited by executives that by frontline supervisors. Therefore, focusing on frontline supervisors, we investigate how leaders who "walk the talk", by directly modelling safety behaviours, might encourage subordinates to behave more safely. Using a three-level sample consisting of 579 employees and their supervisors working in 161 groups within 53 organizations, we test a multisource multilevel indirect effects model. Results indicate that safety climate and supervisors modelling safety compliance explain unique variance in safety outcomes. We then addressed an unanswered question concerning whether safety climate is best conceptualized as a group or organizational-level phenomenon, finding that the group-level assessment of safety climate explained more variance in safety outcomes than the organizational-level assessment of safety climate. Both sets of results are consistent with social information processing theory and social learning theory, which highlight the immediate social environment's influence on employees' behaviour.
AbstractList Most existing safety research focuses on climate and leadership, with most leadership studies investigating transformational leadership, which is likely to be more impactful when exhibited by executives that by frontline supervisors. Therefore, focusing on frontline supervisors, we investigate how leaders who "walk the talk", by directly modelling safety behaviours, might encourage subordinates to behave more safely. Using a three-level sample consisting of 579 employees and their supervisors working in 161 groups within 53 organizations, we test a multisource multilevel indirect effects model. Results indicate that safety climate and supervisors modelling safety compliance explain unique variance in safety outcomes. We then addressed an unanswered question concerning whether safety climate is best conceptualized as a group or organizational-level phenomenon, finding that the group-level assessment of safety climate explained more variance in safety outcomes than the organizational-level assessment of safety climate. Both sets of results are consistent with social information processing theory and social learning theory, which highlight the immediate social environment's influence on employees' behaviour.
Author Lucianetti, Lorenzo
Spector, Paul E.
Kessler, Stacey R.
Pindek, Shani
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SubjectTerms Leadership
modelling
Occupational safety
Organization theory
safety climate
safety leadership
Social conditions & trends
Supervisors
Title "Walking the talk": the role of frontline supervisors in preventing workplace accidents
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