Change in frontline supervisors’ safety leadership practices after participating in a leadership training program: Does company size matter?
| Autor: | Stefanie K. Johnson, Natalie V. Schwatka, Linda M. Goldenhar |
|---|---|
| Jazyk: | angličtina |
| Rok vydání: | 2020 |
| Předmět: |
050210 logistics & transportation
Safety Management ComputingMilieux_THECOMPUTINGPROFESSION business.industry 05 social sciences Crew Poison control Building and Construction Small business Public relations Training (civil) Occupational safety and health Article Leadership Transformational leadership 0502 economics and business Survey data collection Humans 0501 psychology and cognitive sciences Small Business Safety Risk Reliability and Quality business Baseline (configuration management) 050107 human factors |
| Zdroj: | J Safety Res |
| Popis: | Introduction: The majority of construction companies are small businesses and small business often lack the resources needed to ensure that their supervisors have the safety leadership skills to build and maintain a strong jobsite safety climate. The Foundations for Safety Leadership (FSL) training program was designed to provide frontline leaders in all sized companies with safety leadership skills. This paper examines the impact of the FSL training by size of business. Methods: Leaders, defined as foremen or other frontline supervisors, from small, medium, and large construction companies were recruited to participate in a study to evaluate the degree to which the FSL changed their understanding and use of the leadership skills, safety practices and crew reporting of safety-related conditions. We used linear mixed modeling methods to analyze pre-post training survey data. Results: Prior to the training, leaders from small and medium sized companies reported using safety leadership skills less frequently than those from large ones. After the training, regardless of business size, we observed that the FSL training improved leaders understanding of safety leadership skills from immediately before to immediately after the training. Additionally, leaders reported greater use of safety leadership skills, safety practices, and crew reporting of safety-related conditions from before to two-weeks after the training. However, those from small and medium sized companies reported the greatest improvement in their use of safety leadership skills. Conclusions: The FSL training improves safety leadership outcomes regardless of the size company for which the leader worked. However, the FSL may be even more effective at improving the safety leadership skills of leaders working for smaller sized construction companies or those with lower baseline levels of safety leadership skills. Practical applications: The majority of construction companies employ a small number of employees and therefore may not have the resources to provide their frontline leaders with the leadership training they need to be effective leaders who can create a strong jobsite safety climate. The Foundations for Safety Leadership (FSL) training can help fill this gap. |
| Databáze: | OpenAIRE |
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