Deborah McPhee, Al-Karim Samnani and Francine Schlosser
Workplace injury and death of young persons are important concerns. The purpose of this paper is to focus on the mediating role of safety behaviours underpinning the relationship…
Abstract
Purpose
Workplace injury and death of young persons are important concerns. The purpose of this paper is to focus on the mediating role of safety behaviours underpinning the relationship between perceived safety climate (PSC) and injuries, and the moderating roles of safety-specific transformational leadership (SSTL), general transformational leadership (GTL) and training in influencing the mediation, for young workers.
Design/methodology/approach
An exploratory, online questionnaire was completed by 367 university students employed in various industries. Data were analysed using moderated mediation.
Findings
Safety behaviours mediated the relationship between PSC and injuries. SSTL moderated the relationship between PSC and safety behaviours, but GTL did not. Training did not positively moderate the relationship between safety behaviour and injuries, yet may still inform us on the training by referent others since safety behaviour mediated the relationship between PSC and injuries when SSTL, GTL and training were high.
Research limitations/implications
A student sample was utilised, but was appropriate in this context as it is representative of the type of workers being studied. Longitudinal data with larger diverse data sets should be incorporated.
Practical implications
Business owners must utilise both forms of leadership to promote a safe workplace. HR and H&S professionals must continue to encourage this promotion.
Social implications
Safety training and leadership are important for policy makers and regulators to reduce workplace injuries for youth workers.
Originality/value
This study is the first to test youth H&S using moderated mediation. Safety specific and general forms of leadership and training are important predictors.
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This paper seeks to theorize the interpretations and reactions of targets and witnesses to subtle forms of bullying.
Abstract
Purpose
This paper seeks to theorize the interpretations and reactions of targets and witnesses to subtle forms of bullying.
Design/methodology/approach
A theoretical approach was used to understand target and witness interpretations and reactions. Learned helplessness theory and social influence theory are drawn upon.
Findings
This paper revealed that subtle forms of bullying behaviors will be more likely to induce confusion from both targets and witnesses. Targets will tend to be more confused in response to subtle bullying and attribute environmental factors for the behaviors. This will decrease their likelihood to react against the bullying. Witnesses will also experience greater confusion and will tend to side with the perpetrator, particularly when the perpetrator is an important organizational member (e.g. supervisor). Witnesses may internalize the behaviors, leading to greater permeability of the bullying through the organization.
Originality/value
This paper sheds light on two important and under‐researched aspects of workplace bullying, i.e. subtle bullying behaviors and witnesses of bullying. This paper counter‐intuitively suggests that subtle bullying behaviors may in fact be more harmful to targets than explicit bullying behaviors. Also, witnesses may represent a “dark side” of bullying in which they enable the bullying to be increasingly difficult to defend against. This contributes to our understanding of the intensification of bullying.
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Thomas H. Stone and I.M. Jawahar
This paper aims to offer a new leadership perspective based on the premise that leader effectiveness depends on the context in which leadership behaviors are enacted.
Abstract
Purpose
This paper aims to offer a new leadership perspective based on the premise that leader effectiveness depends on the context in which leadership behaviors are enacted.
Design/methodology/approach
Literature in the areas of abusive supervision and leadership were reviewed. Using social learning and attribution theories, this study develops propositions regarding the role of perceived abusive supervision in high vs low-intensity organizations.
Findings
In this theoretical account, this paper distinguishes between low and high-intensity work organizational contexts articulating a rationale for conditions appropriate for directive leadership. This paper posits that while directive leadership will be more prevalent in high-intensity contexts, it will be specifically targeted toward poor performers, those with personality characteristics that are tied to poor performance and those engaging in deviant behaviors. This study proposes that outcomes of directive leadership will depend on how it aligns with organizational norms and culture and the causality attributed to such behaviors.
Research limitations/implications
Recent leadership theories focus on nurturing and providing support to followers. This paper posits that such theories are suited to low-intensity organizations. This study offers a counterintuitive perspective in proposing that directive leadership which involves inducing stress, will lead to better outcomes in high-intensity organizational contexts. This paper offers testable propositions and avenues for future research on directive leadership in high-intensity organizational contexts.
Practical implications
Based on the premise that leadership is context-dependent, this study proposes that directive leadership is best suited in high-intensity organizational contexts, which is a novel proposal. Even within these high-intensity contexts, such leadership, this paper proposes will be targeted toward poor performers and employees with characteristics that are tied to poor performance and violation of organizational norms.
Social implications
Examination of the role of directive leadership in high intensity, clan culture organizations may facilitate understanding that effective leadership styles may differ depending upon the organization context.
Originality/value
Based on the premise that leadership is context-dependent, this study presents a novel proposal that directive leadership is most suited to high-intensity organizational contexts. Even within these high-intensity contexts, such leadership, this paper posits will be targeted toward poor performers and employees with personality characteristics associated with poor and deviant performance.