Tafvelin, S., Nielsen, K. orcid.org/0000-0001-9685-9570, Simonsen Abildgaard, J. et al. (3 more authors) (2019) Leader-team perceptual distance affects outcomes of leadership training: Examining safety leadership and follower safety self-efficacy. Safety Science, 120. pp. 25-31. ISSN 0925-7535
Abstract
Whether leaders and their teams agree or not on perceptions of leadership has been found to impact follower well-being and performance. Less is known about how agreements or disagreements play a role in relation to safety and leadership training. The present study examined the effects of leaders’ and followers’ perceptual distance on safety leadership prior to a leadership safety training. Forty-eight leaders and a total of 211 followers from the paper industry completed surveys before and after training. Polynomial regression with response surface analyses revealed that the agreement between leaders and their followers regarding safety leadership before training was positively related to training outcomes including safety leadership and followers’ safety self-efficacy. Line managers who overrated themselves on safety leadership before training had less favorable training outcomes. Our findings suggest that 360-degree feedback may not be sufficient for motivating leaders to change their behaviors during leadership training.
Metadata
Item Type: | Article |
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Authors/Creators: |
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Copyright, Publisher and Additional Information: | © 2019 Published by Elsevier Ltd. This is an author produced version of a paper subsequently published in Safety Science. Uploaded in accordance with the publisher's self-archiving policy. Article available under the terms of the CC-BY-NC-ND licence (https://creativecommons.org/licenses/by-nc-nd/4.0/). |
Keywords: | Safety leadership; Leader-follower perceptual distance; Leadership training; Safety self-efficacy; Polynomial regression; Response surface analysis |
Dates: |
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Institution: | The University of Sheffield |
Academic Units: | The University of Sheffield > Faculty of Social Sciences (Sheffield) > Management School (Sheffield) |
Depositing User: | Symplectic Sheffield |
Date Deposited: | 29 Jul 2019 11:03 |
Last Modified: | 28 Dec 2020 01:38 |
Status: | Published |
Publisher: | Elsevier |
Refereed: | Yes |
Identification Number: | 10.1016/j.ssci.2019.06.019 |
Open Archives Initiative ID (OAI ID): | oai:eprints.whiterose.ac.uk:149078 |