Transformational leadership has demonstrated a positive impact on the safety performance of organizations as compared to other leadership styles that emphasize production or profit over concern for worker safety (Zohar, 2002a) and should be explored as an important variable in reducing or eliminating workplace accidents. Researchers have proposed a relationship between transformational leaders and positive safety outcomes (Barling, Loughlin, & Kelloway, 2002; Zohar & Luria, 2004; Mullen & Kelloway, 2009; Steensma, 2010), indicating a potential indicator of work group safety performance based on the transformational behaviors of the leader. The consideration of leadership as an important influence in safety performance provides a foundation for evaluating the potential of leadership to be a leading indicator in reducing or preventing accidents. This study seeks to evaluate if a relationship between transformational leadership and accident rates exists, and to what extent.
|Commitee:||Ludden, LaVerne, Steensma, Joe|
|School:||Indiana Wesleyan University|
|School Location:||United States -- Indiana|
|Source:||DAI-A 78/05(E), Dissertation Abstracts International|
|Keywords:||Leadership, Leadership styles, Transformational leadership, Worker safety|
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