• Journal of the Korean Society of Safety
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• v.33 no.6
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• pp.66-76
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• 2018

This study examined the influence of safety leadership on safety behavior, safety climate and accident using meta analysis. Specifically, safety leadership model which incorporated both transformational and active transactional leadership styles was tested using meta analysis. The results showed that both transformational and active transactional leadership had a positive relationship with safety compliance and participation behavior, and organizational safety climate. However, both leadership styles had a negative relationship with accident. In addition, transformational leadership had significant greater effects on safety behaviors and accident than transactional leadership. In contrast, although there were no significant differences, transactional leadership has a greater effect on the safety climate. These findings suggest that active transactional leadership is important in establishing perceived safety climate of employees, whereas transformational leadership is more related with improving employees' safety behaviors. Therefore, in line with the previous studies of safety leadership, a combination of both transformational and transactional styles will be most beneficial for developing organizational safety management program. Based on these results, practical implications and further research in terms of development for safety leadership program are discussed.

• Korean Journal of Adult Nursing
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• v.27 no.6
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• pp.673-683
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• 2015

Purpose: This study was aimed to identify the mediating and moderating effects of safety-specific transformational leadership on the relationship between barrier to and intention of reporting medication errors. Methods: Two hundred thirty seven nurses from seven different hospitals participated in the study. Safety-specific transformational leadership was measured by an instrument with 10 items, barrier to reporting medication errors with 16 items, and intention of reporting medication errors with 3 items. The data was collected from September to October 2012. Descriptive statistics, factor analysis, t-test, ANOVA, Pearson correlation coefficient and a hierarchial regression analysis were used. Results: There were significant negative correlations between the subcategories of barrier to reporting medication errors and intention of reporting medication errors (r=-.16~-.27, p<.001), and a positive correlation between the intention and safety-specific transformational leadership (r=.25, p<001). Transformational leadership was a mediator between barrier to and intention of reporting medication errors. Conclusion: Safety-specific transformational leadership mediated the relationships between barrier to and intention of reporting medication errors. Enhancing safety-specific transformational leadership of nursing unit managers is necessary to increase the intention to reporting medication errors.

• Journal of the Korea Safety Management & Science
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• v.15 no.4
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• pp.217-224
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• 2013

This paper reviewed the relationship among safety-specific transformational leadership, safety motivation, and safety participation, and the mediating effect of safety motivation between transformational leadership and safety participation. Based on the responses from 233 employees, the results of multiple regression analysis appeared as follow; 1) charisma, individual consideration, intellectual stimulation, and inspiration effect positively on safety motivation. 2) safety motivation effects positively on safety participation. 3) safety motivation mediates fully between charisma/inspirationand safety participation. 4) safety motivation mediates partly between individual consideration/intellectual stimulation and safety participation.

• East Asian Journal of Business Economics (EAJBE)
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• v.9 no.3
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• pp.57-69
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• 2021

Purpose - The purpose of this research is to test the impact of social connectedness and team psychological safety on the relationship between transformational leadership and employee performance (job performance and practiced creativity), and moderating role of usage frequency of SNS. Research design, data, and methodology - A total of 299 questionnaires, completed by Chinese employees, were analyzed using SPSS 22 and AMOS 22. For the assessment of goodness of fit of the models, TLI, CFI, RMSEA indices were used. Result -The empirical results are as follows. First, social connectedness had a mediating effect in the relationship between transformational leadership and job performance, practiced creativity. Second, team psychological safety had a mediating effect in the relationship between transformational leadership and social connectedness, job performance, practiced creativity. Finally, the moderating effect of frequency of employee SNS usage were not significant. Conclusion -This study analyzes the mediating role of employee social connectedness and team psychological safety on the relationship between transformational leadership and job performance, practiced creativity, which is helpful for the expansion of related theories and provides practical implications for effective human resource management.

• Korean Journal of Adult Nursing
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• v.25 no.6
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• pp.633-643
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• 2013

Purpose: The objective of this study was to identify the moderating and mediating effects of transformational-leadership in the relationship between medication error management climate and error reporting intention. Methods: Participants in this study were 118 nurses from 11 hospitals in Korea. The scales of medication error management climate, transformational-leadership and error reporting intention of nurses were used in this study. Descriptive statistics, t-test, ANOVA, partial Pearson correlation coefficient, and stepwise multiple regression were used for data analysis. Results: Higher transformational leadership group members had higher error management climate (t=3.88~4.64, p<.001) and higher intention to error reporting (t=2.49, p=.014). There were significant positive correlations between subcategories of medication error management climate and transformational leadership (r=.37~.51, p<.001). But error reporting intention was related to the transformational leadership (r=.28 p=.002), two subcategories such as 'learn from error' (r=.26, p=.004) and 'medication error competence' (r=.25, p=.008) of medication error management climate. Transformational-leadership was a moderator and a mediator between medication error management climate and error reporting intention. Conclusion: Based on the results of this study, transformational-leadership promotion training program to construct medication error management climate and to improve error reporting intention should be needed.

• Safety and Health at Work
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• v.10 no.2
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• pp.180-187
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• 2019

Background: There is considerable evidence that leadership influences workplace safety, but less is known about the relative importance of different leadership styles for safety. In addition, a leadership style characterized by an emphasis and a focus on promoting safety has rarely been investigated alongside other more general leadership styles. Methods: Data were collected through a survey to which 269 employees in a paper mill company responded. A regression analysis was conducted to examine the relative roles of transformational, transactional (management-by-exception active; MBEA), and safety-specific leadership for different safety behavioral outcomes (compliance behavior and safety initiative behaviors) and for minor and major injuries. Results: A safety-specific leadership contributed the most to the enhanced safety of the three different kinds of leadership. Transformational leadership did not contribute to any safety outcome over and above that of a safety-specific leadership, whereas a transactional leadership (MBEA) was associated with negative safety outcomes (fewer safety initiatives and increased minor injuries). Conclusion: The most important thing for leaders aiming at improving workplace safety is to continuously emphasize safety, both in their communication and by acting as role models. This highlights the importance for leadership training programs aiming to improve safety to actually focus on safety-promoting communication and behaviors rather than general leadership. Furthermore, an overly monitoring and controlling leadership style can be detrimental to attempts at achieving improved workplace safety.

• Journal of the Korea Safety Management & Science
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• v.7 no.3
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• pp.17-27
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• 2005

With Balling, Loughlin and Kelloway's(2002) research, occupational safety and health literatures begin to emphasize the influence of superior and organizational context. Based on this research trend, this paper tried to review the relationship between safety-specific transformational leadership and employee safety compliance, and the moderating effect of A-type personality on such relationship. Based on the responses from 643 manufacturing workers, the results of statistical analysis showed that perceived charisma and individual consideration have affirmative effects on the employee safety compliance. The extent individual consideration impacts on employee compliance is proved to be positively influenced by A-type personality.

• Journal of the Korea Safety Management & Science
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• v.19 no.1
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• pp.131-143
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• 2017

The purpose of this study is to review the relationship between CEO's transformational leadership and performance, and the mediating effect of corporate entrepreneurship in entrepreneurs' cooperative. In order to verify and achieve the purposes mentioned above, questionnaire data were gathered and analysed from 379 employees of entrepreneurs' cooperative in Kangwon-do province. Empirical survey's findings are as follows; First, charisma and individual consideration appeared to be positively related with risk-taking and proactiveness. Also, intellectual stimulation appeared to be positively related with proactiveness only. Second, charisma and individual consideration appeared to be positively related with sales volume and employment increase, but intellectual stimulation appeared to be positively related with employment increase only. Third, corporate entrepreneurship(risk-taking, proactiveness) appeared to be positively related with sales volume and employment increase. Fourth, corporate entrepreneurship(risk-taking, proactiveness) had mediating effect on the relationship between CEO's transformational leadership and performance. But, intellectual stimulation had not mediating effect.

• Fire Science and Engineering
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• v.29 no.6
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• pp.129-138
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• 2015

This study investigates the influence of transformational and transactional leadership styles of commanders in fire service organizations on organizational commitment and job satisfaction. A survey was conducted with the staffs of four fire stations in Gyeonggi Province. The results show that the charismatic characteristics of transformational leadership and the management by exception of transactional leadership positively influence both organizational commitment and job satisfaction. This indicates that the fire officers can be devoted to their organizations and be satisfied with their jobs when their supervisors give directions with charisma and vision and when they delegate authority to the fire officers except in particular situations.

• Fire Science and Engineering
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• v.27 no.6
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• pp.104-114
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• 2013

This study is intended to figure out the effects of supervisors' transformational leadership on organizational culture and innovation in the fire fighting organization. To achieve this, a survey was carried out to fire officers from the National Emergency Management Agency and Seoul Metropolitan Fire & Disaster Headquarters. The results are as follows. First, the effect of supervisors' transformational leadership on organizational culture showed that supervisors' transformational leadership had an effect on group culture, norm culture and rational culture by sub-factors of organizational culture in the fire fighting organization. Second, the effect of organizational culture on organizational innovation showed that group culture and rational culture had an effect on organizational innovation. Third, the effect of supervisors' transformational leadership on organizational innovation showed that supervisors' transformational leadership had an effect on organizational innovation. As for findings stated above, supervisors' transformational leadership had positive effects on organizational culture and innovation in the fire fighting organization. Consequently, supervisors' energetic and change-seeking leader-ship for junior staffs with existing organization-and new generation-oriented new thinking system can contribute to rational culture and development-oriented innovation based on norms in the group.