Can well-intended safety support from leaders undermine recovery after injury? This explores how formal organisational safety support influences psychological recovery after injury via two samples from UK railway maintenance workers. PS. Check out my YouTube: https://youtube.com/@safe_as_pod?si=V2dbdmW–WbnhzA9 Shout a coffee: https://buymeacoffee.com/benhutchinson Background: • “Workplace injuries disrupt not only physical functioning but also employees’ psychological connection to… Continue reading When support for safety misses the mark: The positivity-dampening effect of upper management support following workplace injuries
Tag: leadership
The AI safety paradox: how the threat of displacement erodes safety behavior and the buffering role of servant leadership
Can fear of being replaced by AI undermine workplace safety? Welcome to Artificial Intelligence-Induced Job Insecurity (AIJI). This used a time-lagged structural equation modelling design with 365 South Korean employees, to understand how AIJI affects safety behaviours, and the role of Psychological Safety and Servant Leadership on the effects. PS. Check out my YouTube: https://youtube.com/@safe_as_pod?si=V2dbdmW–WbnhzA9… Continue reading The AI safety paradox: how the threat of displacement erodes safety behavior and the buffering role of servant leadership
Is too much inclusive leadership a good thing?
“well-intended … inclusive leadership can lead to unanticipated negative effect on employees’ task performance when taken too far” Can leaders be too inclusive? This study sought to investigate that question in a Chinese context, via 191 questionnaires asking employees to report on their direct supervisor’s inclusive leadership. PS. Check out my YouTube: https://youtube.com/@safe_as_pod?si=iUaDPJynPemQRZhY Shout a… Continue reading Is too much inclusive leadership a good thing?
Why your leader’s apology failed and what the research says
What happens when a leader messes up, and says sorry? This explores different types of leader apologies, and how they’re not all made equal. It found the sincere apologies drove the largest changes in forgiveness and trust – more than just saying sorry, or taking responsibility to fix the issue. It appears that sincerity equals,… Continue reading Why your leader’s apology failed and what the research says
Role overload and safety incidents: An examination of the individual-and team-level buffering effects of psychological safety
This study explored the buffering effects of psychological safety on role overload and safety incidents. Data from online survey of 841 employees. Shared under an open access licence. PS. Check out my YouTube: https://www.youtube.com/@safe_as_pod Extracts: · “Role overload is a form of work-related stress … Qualitative role overload occurs when an individual lacks the skills required… Continue reading Role overload and safety incidents: An examination of the individual-and team-level buffering effects of psychological safety
Defining safety leadership: A qualitative exploration of senior leaders’ perspectives in high-risk industries
How do senior leaders in high-risk industries define safety leadership? And what qualities characterise them? This interview study of 25 leaders unpack these questions. Note. Those cynics which moan about why safety needs to take concepts like leadership or culture and whack ‘safety’ on the front should read this. Once again, another study highlighting domain-specificity.… Continue reading Defining safety leadership: A qualitative exploration of senior leaders’ perspectives in high-risk industries
There is nothing authentic about authentic leadership: Forbes article
This article about authentic leadership may be of interest – in part arguing it may perpetuate a “childish, romantic, and ultimately toxic idea”. They argue: · Authentic leadership is said to be a popular but is rather conceptually vague · It’s said to stem from “self-awareness, internalized moral perspective, balanced processing of information, and relational transparency — in short, being “true… Continue reading There is nothing authentic about authentic leadership: Forbes article
Deming: “Eliminate numerical quotas for the work force” and exhortations for accountability, since they are “directed at the wrong people”
“What is wrong with posters and exhortations? They are directed at the wrong people”. So Deming wisely argues. For Deming: · Such exhortations are problematic since they to “arise from management’s supposition that the production workers could, by putting their backs into the job, accomplish zero defects, improve quality, improve productivity, and all else that is… Continue reading Deming: “Eliminate numerical quotas for the work force” and exhortations for accountability, since they are “directed at the wrong people”
Paradoxical safety leadership: Conceptualization and measurement
Should leaders embrace paradoxes and tensions? This study developed a paradoxical safety leadership (PSL) construct. Extracts: · PSL is a “multidimensional construct that consists of seemingly contradictory yet interrelated leader behaviors to meet competing goals and demands in safety management” · It integrates a “both-and approach to organizational tensions” to effectively manage “salient competing demands arising from… Continue reading Paradoxical safety leadership: Conceptualization and measurement
Safe As week in review – 22, 23, 24: Zombie leaders, Safety-II debriefs, and causal illusions of leadership styles
Safe As week in review: E22: Zombie leadership … being “dead ideas [about leadership] that still walk amongst us”. Zombie leadership is covered by several axioms: images 1 and 2. These dead ideas, being already dead can “absorb all kinds of damage and keep lumbering on towards their targets”; that is, difficult to slay. Zombie… Continue reading Safe As week in review – 22, 23, 24: Zombie leaders, Safety-II debriefs, and causal illusions of leadership styles
