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- Grill, Martin, 1979, et al.
(författare)
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Individualized behavior-based safety-leadership training: A randomized controlled trial
- 2023
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Ingår i: Journal of Safety Research. - 0022-4375. ; 87, s. 332-344
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Tidskriftsartikel (refereegranskat)abstract
- Introduction: Construction site managers play a critical role in occupational safety in the construction industry. This study aimed to develop and test a method for training construction site managers in positive feedback and active listening by incorporating the behavioral training components of behavior analysis, goal setting, practice with behavior feedback, homework, and maintenance planning into individualized behavior-based safety-leadership training (IBST), and to assess the effect of IBST on construction site managers’ safety-leadership behaviors and performance. Method: In a naturalistic randomized controlled trial, construction site managers were randomly assigned to an experimental group (n=16) or a control group (n=19). The experimental-group managers received IBST, while the control-group managers received no training. Paired sample t-tests on pre- to post-training (i.e., six weeks after the final training session) were performed separately for the experimental- and control-group managers. Results: The safety-leadership behaviors of the experimental-group managers improved in terms of favorable feedback (d=0.99, p<.01), safety-specific feedback (d=0.89, p=.02), behavior-specific feedback (d=0.66, p=.02), antecedent listening (d=0.68, p=.02), and consequential listening (d=0.78, p=.01). In addition, safety-leadership performance improved in terms of transformational leadership (d=0.78, p=.01) and contingent-reward leadership (d=0.64, p=.02). No significant change was found for the control-group managers. Conclusions: The results indicate that behavior analysis, goal setting, practice with behavior feedback, homework, and maintenance planning are effective behavioral training components of safety-leadership training. Positive feedback and active listening were also found to be important behavioral requisites for transformational and contingent-reward leadership. Practical applications: IBST can be used to develop occupational safety in the construction industry by improving construction site managers’ safety-leadership behaviors and performance.
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| 2. |
- Grill, Martin, 1979, et al.
(författare)
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Säker ledare – ett samverkansprojekt för att förbättra säkerhetsledarskap och säkerhetskultur i bygg- och anläggningsindustrin
- 2023
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Rapport (övrigt vetenskapligt/konstnärligt)abstract
- Syftet med forskningsprojektet Säker ledare var att undersöka hur byggplatschefer påverkas av, och själva påverkar, säkerhetskulturen i svensk bygg- och anläggningsindustri, samt hur platschefers ledarskap kan utvecklas genom individualiserad träning i beteendebaserat säkerhetsledarskap (ITBS). För projektet utformades en longitudinell enkätstudie med tre mättillfällen. Dessutom utvecklades ett ledarträningsprogram för säkerhetsledarskap, som utvärderades genom en randomiserad kontrollerad studie samt en intervjustudie. I forskningsprojektet deltog 68 platschefer från 30 olika byggföretag med sina projektchefer (n = 58) arbetsledare (n = 101) och yrkesarbetare (n = 123). Resultaten indikerar att platschefer påverkar sina arbetsledares säkerhetsledarskap och sina medarbetares säkerhetsbeteenden. Delstudie ett visar att platschefen är rollmodell för arbetsledares säkerhetsledarskap och att arbetsledare formar sitt säkerhetsledarskap efter det ledarskap som deras platschefer utövar, både när det gäller belönande ledarskap och säkerhetsspecifik återkoppling. Delstudie två visar att platschefers säkerhetsprioritering ökar medarbetares voice-beteenden. Resultaten indikerar också att platschefers säkerhetsledarskap påverkas av arbetsledares säkerhetsledarskap och medarbetares säkerhetsbeteenden. Delstudie ett visar att när arbetsledare använder sig av en hög grad av säkerhetsspecifik återkoppling så ökar deras platschefer denna typ av ledarbeteende. Delstudie två visar att när medarbetare uppvisar en hög grad av regelefterlevnad så ökar deras platschefers aktiva lyssnande. Resultaten indikerar även att ITBS påverkar platschefers ledarskap (delstudie tre och fyra). Ledarträning som innehåller beteendeanalys, målformulering, beteendeträning med beteendespecifik återkoppling, hemuppgifter och vidmakthållandeplan bidrar till att öka platschefers användning av positiv återkoppling och aktivt lyssnande samt ett transformativt och belönande ledarskap.
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| 3. |
- Larsman, Pernilla, 1976, et al.
(författare)
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Role modeling of safety-leadership behaviors in the construction industry: A two-wave longitudinal study
- 2024
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Ingår i: Work: A journal of Prevention, Assesment and rehabilitation. - 1051-9815. ; 77:2, s. 523-531
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Tidskriftsartikel (refereegranskat)abstract
- BACKGROUND: The construction industry is heavily affected by occupational accidents, and it is important to investigate how leadership behaviors promoting safety on construction sites are fostered among construction-site managers. OBJECTIVE: The overall aim of this study was to investigate how safety-leadership behaviors can be developed in the construction industry, specifically focusing on managerial role modeling. METHODS: A two-wave longitudinal cohort study with approximately four months between measurement occasions was conducted among construction-site supervisors in Sweden (n =51). Supervisors’ ratings of their site managers’ and their own generic and safety-specific contingent reward (CR) leadership behaviors were obtained by means of questionnaires. Cross-lagged panel models were tested within a path model framework to test the hypothesis that site managers’ leadership behaviors prospectively influence supervisors’ leadership behaviors. RESULTS: Site managers’ CR behaviors prospectively influenced supervisors’ CR behaviors, both generic CR behaviors (β=0.29, p =0.01) and safety-specific CR behaviors (β=0.22, p =0.04). For safety-specific CR behaviors, a reversed effect (β=0.26, p =0.03) was also found, implying that supervisors’ behaviors prospectively influenced site managers’ behaviors. CONCLUSION: Site managers act as role models for supervisors when it comes to developing safety-leadership behaviors on construction sites. The results also indicate that site managers are influenced by their subordinate supervisors’ safety-leadership behaviors. Hence, there seems to be reciprocal interaction between site managers and supervisors in which they influence each other and together shape safety-leadership practices at their construction sites.
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| 4. |
- Rapp-Ricciardi, Max, 1964, et al.
(författare)
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Säker Ledare – En handbok för individualiserad träning i beteendebaserat säkerhetsledarskap
- 2023
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Bok (övrigt vetenskapligt/konstnärligt)abstract
- Denna handbok har som syfte att bidra till säkrare beteenden på byggarbetsplatser. Den riktar sig till platschefer, arbetsledare och andra personer i ledande positioner inom byggsektorn. Handboken utgör ett praktiskt orienterat bidrag av den tillämpade forskning som bedrivits i projektet "Säker ledare - ett samverkansprojekt för att förbättra säkerhetsledarskap och säkerhetskultur i bygg- och anläggningsindustrin". Projektet finansierades av AFA-försäkringar.
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| 5. |
- Ulfsdotter Samuelsson, Amanda, et al.
(författare)
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For the sake of safety: A time-lagged study investigating the relationships between perceived leadership behaviors and employee safety behaviors
- 2023
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Ingår i: Safety Science. - 0925-7535 .- 1879-1042. ; 166
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Tidskriftsartikel (refereegranskat)abstract
- Background: The construction industry is affected by severe occupational accidents, and site managers’ leadership has been identified as critical in relation to safety. Most research in this field is cross-sectional and concerns broadly defined meta-categories of behaviors. Aims: By investigating the relationships between perceived specific leadership behaviors (i.e., planning, safety commitment, safety positive feedback, and active listening) and employee safety behaviors (i.e., compliance, participation, and voice), both cross-sectionally and across time (including exploration of reciprocal effects) this study aims to A) identify specific leadership behaviors of relevance for employee safety behaviors and B) further elucidate the time-lagged, prospective, relationship between managers’ safety-related leadership behaviors and employees’ safety behaviors. Method: Construction site employees rated their managers’ leadership behaviors and their own safety behaviors on two occasions with a 4-month time lag (T1 and T2), using electronic questionnaires. Three cross-lagged panel models, one for each category of employee safety behaviors, were tested for cross-sectional, time-lagged and reciprocal effects. Results: The cross-sectional results support positive associations between all measured categories of perceived leadership behaviors and employee safety behaviors, with bivariate correlation coefficients ranging between 0.25 and 0.55. When controlling for respondents’ levels on the constructs at T1, the time-lagged data does not support prospective influence of planning, safety-specific positive feedback, or active listening leadership behaviors on employee safety behaviors, but does support prospective positive influence of safety commitment leadership behaviors on employee safety voice behaviors (ß = 0.34, p =.05). Reversed causality was found Employee safety compliance behaviors had a prospective positive influence on perceived active listening leadership behaviors (β = 0.20, p =.05) indicating that managers with employees that display high degrees of safety compliance behaviors show higher degrees of active listening behaviors 4 months later. Conclusions: This study contributes with specific information about what kind of day-to-day leadership behaviors are associated with employee safety behaviors in the construction industry. Furthermore, the time-lagged data supports prospective influence of perceived safety commitment leadership behaviors on employee safety voice behaviors, suggesting that construction site managers should be trained and supported in consistently encouraging safe behaviors and in interrupting risk behaviors, in congruence with the safety information provided. Reversed causality was found, implying the existence of reciprocity in the leader-employee relationship.
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