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Change in frontline supervisors' safety leadership practices after participating in a leadership training program: Does company size matter?
被引:13
|作者:
Schwatka, Natalie, V
[1
,2
]
Goldenhar, Linda M.
[3
]
Johnson, Stefanie K.
[4
]
机构:
[1] Univ Colorado, Ctr Hlth Work & Environm, Anschutz Med Campus,13001 E 17th Pl, Aurora, CO 80045 USA
[2] Univ Colorado, Dept Environm & Occupat Hlth, Colorado Sch Publ Hlth, Anschutz Med Campus,13001 E 17th Pl, Aurora, CO 80045 USA
[3] CPWR Ctr Construct Res & Training, 8484 Georgia Ave Suite 1000, Silver Spring, MD 20910 USA
[4] Univ Colorado Boulder, Leeds Sch Business, 995 Regent Dr 419UCB, Boulder, CO 80309 USA
关键词:
Construction;
Transformational leadership;
Safety climate;
Occupational health and safety;
Small business;
TRANSFORMATIONAL LEADERSHIP;
SMALL ENTERPRISES;
HEALTH;
D O I:
10.1016/j.jsr.2020.06.012
中图分类号:
TB18 [人体工程学];
学科分类号:
1201 ;
摘要:
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. (C) 2020 National Safety Council and Elsevier Ltd. All rights reserved.
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页码:199 / 205
页数:7
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