Show simple item record

dc.contributor.authorTa, Thi Diem My
dc.contributor.authorKim, Tae-Eun
dc.contributor.authorGausdal, Anne Haugen
dc.date.accessioned2022-08-05T11:01:40Z
dc.date.available2022-08-05T11:01:40Z
dc.date.issued2022-03-03
dc.description.abstractThe importance of leadership on safety has been well acknowledged and studied for many years in various high-risk industries. This paper aims at (1) synthesising the existing safety leadership research by performing a systematic literature review to gain an overview of the relationship between various leadership styles and safety performance in high-risk industries with a main focus on health and workplace safety and (2) analysing and comparing the major results from the reviewed studies. The results show that nine leadership styles – transformational leadership, transactional leadership, leader–member exchange, authentic leadership, empowering leadership, ethical leadership, paternalistic leadership, charismatic leadership and passive leadership – have been frequently used in the development and validation of safety leadership theories as well as in understanding the leadership influence towards safety climate, safety compliance and safety participation in various contexts. However, blurred boundaries among the constructs of leadership styles alongside inconsistency in the conceptualisation and measurement of safety performance hinder the advancement of understanding safety leadership’s influence on safety performance. It is therefore of importance that further research develops consistent measurement instruments and conceptualisation and that systems thinking is applied to the study of leadership styles’ influence on safety performance.en_US
dc.identifier.citationTa TDM, Kim T, Gausdal AH. Leadership styles and safety performance in high-risk industries: a systematic review. Safety and Reliability. 2022en_US
dc.identifier.cristinIDFRIDAID 2011370
dc.identifier.doi10.1080/09617353.2022.2035627
dc.identifier.issn0961-7353
dc.identifier.issn2469-4126
dc.identifier.urihttps://hdl.handle.net/10037/25988
dc.language.isoengen_US
dc.publisherTaylor & Francisen_US
dc.relation.journalSafety and Reliability
dc.rights.accessRightsopenAccessen_US
dc.rights.holderCopyright 2022 The Author(s)en_US
dc.titleLeadership styles and safety performance in high-risk industries: a systematic reviewen_US
dc.type.versionpublishedVersionen_US
dc.typeJournal articleen_US
dc.typeTidsskriftartikkelen_US
dc.typePeer revieweden_US


File(s) in this item

Thumbnail

This item appears in the following collection(s)

Show simple item record