TY - JOUR
T1 - Leadership in the safety sense
T2 - where does perceived organisational support fit?
AU - Addo, Seth Ayisi
AU - Dartey-Baah, Kwasi
N1 - Publisher Copyright:
© 2019, Emerald Publishing Limited.
PY - 2020/2/3
Y1 - 2020/2/3
N2 - Purpose: The purpose of this paper is to examine leaders’ influence on the safety behaviours of employees and the possible mediating role of perceived organisational support (POS), focussing on transformational and transactional leadership. Design/methodology/approach: Data were gathered through a survey from 264 engineers and technicians in the power transmission subsector in Ghana and analysed using structural equation modelling. Findings: The analyses revealed that transformational leadership influenced safety behaviours positively while transactional leadership had no significant influence on employees’ safety behaviours. POS also mediated between the leadership styles and safety behaviours. Practical implications: Supervisors need to exhibit more transformational leadership behaviours and organisations need to show support for their employees’ wellbeing in order to aid supervisors’ influence on employees’ safety behaviours, especially if the leaders are more transactional in nature. Originality/value: The study addresses a dearth in literature and highlights the influences of leadership styles on the safety behaviours of the employees, as well as the importance of the organisation to commit to employees’ support and safety so as to enhance their good perceptions and consequently elicit better performance from them.
AB - Purpose: The purpose of this paper is to examine leaders’ influence on the safety behaviours of employees and the possible mediating role of perceived organisational support (POS), focussing on transformational and transactional leadership. Design/methodology/approach: Data were gathered through a survey from 264 engineers and technicians in the power transmission subsector in Ghana and analysed using structural equation modelling. Findings: The analyses revealed that transformational leadership influenced safety behaviours positively while transactional leadership had no significant influence on employees’ safety behaviours. POS also mediated between the leadership styles and safety behaviours. Practical implications: Supervisors need to exhibit more transformational leadership behaviours and organisations need to show support for their employees’ wellbeing in order to aid supervisors’ influence on employees’ safety behaviours, especially if the leaders are more transactional in nature. Originality/value: The study addresses a dearth in literature and highlights the influences of leadership styles on the safety behaviours of the employees, as well as the importance of the organisation to commit to employees’ support and safety so as to enhance their good perceptions and consequently elicit better performance from them.
KW - Employee safety behaviours
KW - Ghana
KW - Mediation
KW - Perceived organizational support
KW - Structural equation modelling
KW - Transformational and transactional leadership
UR - http://www.scopus.com/inward/record.url?scp=85075066585&partnerID=8YFLogxK
U2 - 10.1108/JMD-04-2019-0136
DO - 10.1108/JMD-04-2019-0136
M3 - Article
AN - SCOPUS:85075066585
SN - 0262-1711
VL - 39
SP - 50
EP - 67
JO - Journal of Management Development
JF - Journal of Management Development
IS - 1
ER -