Role modeling of safety-leadership behaviors in the construction industry: A two-wave longitudinal study.

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 (ß= 0.29, p = 0.01) and safety-specific CR behaviors (ß= 0.22, p = 0.04). For safety-specific CR behaviors, a reversed effect (ß= 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.

A validity study of a work sample test of leadership behavior using supervisor and subordinate ratings as criteria.

Work sample tests gather information about behavior that is consistent with the behavior being predicted. This criterion-related validity study examines whether a work sample test can predict behaviors more than 6 months later among managers (N = 127) in a large municipal organization. Ratings from both the subordinates (SOR) and supervisors (SVR) of the managers were used as criteria for the leadership dimensions of Influencing others, Consideration, and Planning. In total, six hypotheses were tested. The results were corrected for range restriction in the predictors and for unreliability in the criteria. The hypothesis that the work sample test score of Consideration predicted subordinates' ratings of Consideration received full support ( ρ ¯ = 0.33; CI [0.06-0.56]). The Consideration work sample test score also showed a positive relationship with supervisor ratings of Consideration ( ρ ¯ = 0.22; CI [-0.01 to 0.43]), although the confidence interval includes zero. No significant criterion-related validity was found for Influencing others or Planning. Given the results, the work sample test can primarily be used to predict Consideration. The results are discussed, and suggestions for further research are provided.

Individualized behavior-based safety-leadership training: A randomized controlled trial.

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.

Influence of destructive leadership behaviors on the meaning of work and work productivity.

This study aimed to determine the influence of destructive leadership behaviors on employees' meaning of work and work productivity, using a longitudinal research design. Local government organizations in a municipality in Sweden were invited to participate in the study. Self-rated questionnaire data on employees' meaning of work and work productivity was collected at four time points over a period of 18 months, and 582 employees responded to the questionnaire on one or more occasions. A 4-item Destructive Leadership Scale (DLS) was developed and used at the first time point to assess the destructive leadership behaviors of incoherent planning, assigning unnecessary tasks, ambiguous expectations, and autocratic behavior. Latent growth models were used to analyze the influence of destructive leadership on the change in employees' meaning of work and work productivity over the 18-month period. The results show that destructive leadership has a significant negative influence on employees' meaning of work (ß = -0.44, p = 0.02) and work productivity (ß = -0.46, p = 0.04). The effect sizes were greater than those identified in previous cross-sectional studies, indicating that the effects of destructive leadership may accumulate and become more important over time. Important destructive leadership behaviors include incoherent planning, assigning unnecessary tasks, ambiguous expectations, and autocratic behavior. These behaviors have a significant negative effect on employees' meaning of work and work productivity. Proactive assessment of destructive leadership behaviors is warranted to improve future selection and training of managers.

Safety leadership at construction sites: the importance of rule-oriented and participative leadership.

Objectives The construction industry accounted for >20% of all fatal occupational accidents in Europe in 2014. Leadership is an essential antecedent to occupational safety. The aim of the present study was to assess the influence of transformational, active transactional, rule-oriented, participative, and laissez-faire leadership on safety climate, safety behavior, and accidents in the Swedish and Danish construction industry. Sweden and Denmark are similar countries but have a large difference in occupational accidents rates. Methods A questionnaire study was conducted among a random sample of construction workers in both countries: 811 construction workers from 85 sites responded, resulting in site and individual response rates of 73% and 64%, respectively. Results The results indicated that transformational, active transactional, rule-oriented and participative leadership predict positive safety outcomes, and laissez-faire leadership predict negative safety outcomes. For example, rule-oriented leadership predicts a superior safety climate (ß=0.40, P<0.001), enhanced safety behavior (ß=0.15, P<0.001), and fewer accidents [odds ratio (OR) 0.78, 95% confidence interval (95% CI) 0.62-0.98]. The effect of rule-oriented leadership on workers' safety behavior was moderated by the level of participative leadership (ß=0.10, P<0.001), suggesting that when rules and plans are established in a collaborative manner, workers' motivation to comply with safety regulations and participate in proactive safety activities is elevated. The influence of leadership behaviors on safety outcomes were largely similar in Sweden and Denmark. Rule-oriented and participative leadership were more common in the Swedish than Danish construction industry, which may partly explain the difference in occupational accident rates. Conclusions Applying less laissez-faire leadership and more transformational, active transactional, participative and rule-oriented leadership appears to be an effective way for construction site managers to improve occupational safety in the industry.

Invited article: Digital beam-forming imaging riometer systems.

The design and operation of a new generation of digital imaging riometer systems developed by Lancaster University are presented. In the heart of the digital imaging riometer is a field-programmable gate array (FPGA), which is used for the digital signal processing and digital beam forming, completely replacing the analog Butler matrices which have been used in previous designs. The reconfigurable nature of the FPGA has been exploited to produce tools for remote system testing and diagnosis which have proven extremely useful for operation in remote locations such as the Arctic and Antarctic. Different FPGA programs enable different instrument configurations, including a 4 × 4 antenna filled array (producing 4 × 4 beams), an 8 × 8 antenna filled array (producing 7 × 7 beams), and a Mills cross system utilizing 63 antennas producing 556 usable beams. The concept of using a Mills cross antenna array for riometry has been successfully demonstrated for the first time. The digital beam forming has been validated by comparing the received signal power from cosmic radio sources with results predicted from the theoretical beam radiation pattern. The performances of four digital imaging riometer systems are compared against each other and a traditional imaging riometer utilizing analog Butler matrices. The comparison shows that digital imaging riometer systems, with independent receivers for each antenna, can obtain much better measurement precision for filled arrays or much higher spatial resolution for the Mills cross configuration when compared to existing imaging riometer systems.