Leadership behaviours for safety
| Transactional behaviours | Transformational behaviours | |
|---|---|---|
| These behaviours have been drawn from the empirical research reviewed in this paper and classified according to transactional/transformational leadership theory.10 | ||
| Supervisors | Monitoring and reinforcing workers’ safe behaviours | Being supportive of safety initiatives |
| Participating in workforce safety activities (can also be transformational) | Encouraging employee involvement in safety initiatives | |
| Middle managers | Becoming involved in safety initiatives (can also be transformational) | Emphasising safety over productivity |
| Adopting a decentralised style | ||
| Relaying the corporate vision for safety to supervisors | ||
| Senior managers | Ensuring compliance with regulatory requirements | Demonstrating visible and consistent commitment to safety |
| Providing resources for a comprehensive safety programme | Showing concern for people | |
| Encouraging participatory styles in middle managers and supervisors | ||
| Giving time for safety | ||