Presentation on theme: "Leadership and Safety Citizenship Behavior: The Role of Trust"— Presentation transcript:
1Leadership and Safety Citizenship Behavior: The Role of Trust SHAMA DIDLAUniversity of AberdeenSupervision: Dr. Kathryn Mearns & Prof. Rhona FlinSponsoring company: Centrica Energy
2Setting the scene: Attention to safety management: Away from technical Industrial accidents:Bhopal Gas Tragedy (1984)Chernobyl nuclear plant (1986)Piper Alpha (1988)Attention tosafety management:Away from technicalapproach tohuman factorsPiper Alpha (1988)Core ingredient in shapingsafety climate:Management’scommitment to safetyLeadership style ofmanagers and supervisorsBhopal Gas Tragedy (1984)
3Transformational and Transactional Leadership: Bass (1985)Transactional Leadership (TA): An exchange relationship between leaders and followers.Transformational leadership (TF): Leaders motivate followers to achieve performance expectations by transforming followers’ attitudes and beliefs.Augmentation effect of TF over TA:HeightenedmotivationTFPeformance beyondExpectations i.e. Safetycitizenship behavioursTAExpectedperformance
4AIMPrevious research focus: perceived safety climate (Barling, et al.,2002), safety consciousness, safety communication and safety commitment (Hofmann & Morgeson,1999).Our aim: To understand the psychological mechanisms of the relationship between leadership and subordinates’ safety citizenship behaviors.LeadershipPsychologicalmechanismsSubordinates’safety citizenshipbehaviourTrust
5Trust:The willingness of a party to be vulnerable to the actions of another party based on the expectation that the other will perform a particular action important to the trustor (Mayer, Davis, & Schoorman, 1995).Trust has been suggested as the foundation of safety culture (Reason, 1997).Important for safety communication (Clarke, 1998) and safety initiatives (Donald & Young, 1996).Important ingredient in performing safely (Fleming & Lardner, 2001).
6Safety Citizenship Behavior: An individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and in the aggregate promotes the effective functioning of the organization (Dennis & Organ,1983).Social Exchange Theory (Blau, 1964)SCB = helping + voicing one’s opinions +exhibiting stewardship civic virtue + whistle-blowing + changing one’s workplace (Hofmann, Morgeson, & Gerras, 2003).
8Descriptives of the sample *p < .01 level VariablesMSDα123451.Transformational leadership2.000.830.932. Contingent reward2.180.990.840.86*3. Management by exception1.980.820.650.41*0.45*4. Passive avoidant1.190.85-0.48*-0.135. Trust188.8.131.520.70*0.68*0.16*-0.57*6. OCB3.420.880.980.27*0.28*0.18*-0.05
9Dependent variable: Trust in the leader Hypothesis 1: TF augments TA TF accounted for 3% additional variance in trust in the leaderDependent variable: Trust in the leaderTransactional LeadershipMeanSDR2∆ R2FßContingent reward2.200.990.57*47.81*0.28*MBEA1.960.830.57-0.14*PA1.19-0.28*Transformational Leadership2.010.820.600.03*40.88*0.38*
10Testing the mediation model Multiple regression analysisBaron & Kenny’s guidelines (1986) to test mediation effectssignificantMEDIATORPREDICTORPREDICTOROUTCOMEMEDIATORTRUSTPREDICTORTF & TAsignificantsignificantOUTCOMESCBnon-significant
11Hypothesis 2 Trust mediated the relationship between TF & TA leadership and SCB Dependent variablesTrustSCBLeadership BehaviorIndependent variablesTF + CRß = 0.46*R2 = 0.53*ß = 0.27*R2 = 0.07*ß = 0.14, ns ß = 0.15, nsR2 = 0.09*MBEAß = *R2 = 0.55*ß = 0.18R2 =0.03, nsMediation model not applicablePAß = -0.28*R2 = 0.61*ß =R2 = 0.03, nsmediation model not applicable
12Hypothesis 3 Leader’s behaviours: Antecedents to trust (Regression analysis) Justice perceptions48% variancePersonal identificationwith the leaderTRUST12% additionalvarianceEmpowermentperceptionsPerceived organizationalsupport
13ConclusionsLeadership behavior is effective if it is both transactional and transformational. For performance beyond expectations, we need more transformational leaders!Role of trust is two-fold:Plays a major role in the dynamics of leadership in influencing subordinates’ citizenship behaviors.It is what a leader ‘does’ and not what a leader ‘is’ that helps him/her gain the trust of the workforce i.e. firstly, a leader should implement fair practices and secondly, the workforce should be able to personally identify with him/her and share common goals with regards to the organization.