Safety leadership in the construction industry: What is missing?

Clara Cheung, Qingbin Cui

    Research output: Contribution to conferencePaperpeer-review

    Abstract

    Although research has shown that safety leadership is a strong predictor of safety outcomes in the construction industry, the factors that affect safety leadership are under-explored. Consequently it is unclear how to develop effective interventions to promote safety leadership. This paper addresses this void by adopting the Job Demand-Resource (JD-R) model grounded in positive psychology to examine how organisational and personal factors influence construction leaders’ engagement in safety leadership. Based on the JD-R model, the study investigates how risk perception, work autonomy, social support, and psychological capital (PsyCap) could affect leaders’ engagement in safety leadership. The model was tested using survey data from 383 construction leaders in a large U.S. construction firm. Structural equation modelling showed that work engagement significantly influences safety leadership, while psychological capital (PsyCap), social support, work autonomy, and risk perception significantly contribute to work engagement. These results indicate that the JD-R model can be extended to study safety leadership, and work engagement on safety leadership can be improved by enhancing organisational and personal resources.The limitations, needed future research, and practical implications conclude the article.
    Original languageEnglish
    Publication statusPublished - 1 Jul 2017

    Keywords

    • safety leadership
    • job-demand resources model
    • psychological capital
    • Structural equation modeling
    • work engagement

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