Leading to Occupational Health and Safety : How Leadership Behaviours Impact Organizational Safety and Well-Being.

Format:

Book

Author/Creator:

Kelloway, E. Kevin.

Contributor:

Nielsen, Karina.

Dimoff, Jennifer K.

Language:

English

Subjects (All):

Industrial hygiene--Management.

Physical Description:

1 online resource (347 pages)

Place of Publication:

Hoboken : John Wiley & Sons, Incorporated, 2017.

Contents:

Intro

Title Page

Copyright Page

Contents

Notes on Contributors

Introduction

Chapter 1 Leadership and Safety: A Self-Regulation and Social Learning Perspective

Safety Leadership: The Current State of Knowledge

Theoretical Perspectives Linking Leadership to Safety Performance

Safety Leadership from a Social Learning and Social Exchange Perspective

Safety Leadership and Self‐Regulation Theory

Practical Implications for Safety Interventions

Conclusions

References

Chapter 2 Senior Management Safety Leadership Behaviour

A Framework for Leadership Influence: Signalling Theory

Examples of Signalling

Signals of Senior Management Commitment to Safety

Active Participation in Safety

Allocating Resources to Safety

Safety in the Structure of the Organization

Consistency of Actions and Decision-making

Summary and Implications

Conclusion

Chapter 3 Developing Safety Leadership

Leadership and Safety Outcomes

Direct Influences on Safety Attitudes

Direct Influences on Safety Performance

Indirect Effect on Performance through Attitudes

Rationale for Developing Safety Leaders

Leaders Altering Subordinates' Attitudes

Leaders Guiding Subordinates' Performance

Developing Leadership to Improve Safety Outcomes

Components of Effective Leadership Interventions

Future Research

Chapter 4 The Antecedents of Transformational Leadership and Its Consequences for Occupational Health and Safety

Consequences of Transformational Leadership: Relationships with Employee Well-Being and Safety

Employee Well-Being

Safety

The Influence Process: Mediation

Mediators of the Relationship Between Transformational Leadership and Employee Well-Being

Mediators of the Relationship Between Transformational Leadership and Employee Safety.

Boundary Conditions: Moderation

Moderators of the Relationship Between Transformational Leadership and Employee Well-Being

Moderators of the Relationship Between Transformational Leadership and Employee Safety

Antecedents of Transformational Leadership

Directions for Future Research

Concluding Remarks

Chapter 5 Leading to a Respectful Workplace

Workplace Incivility

Outcomes of Incivility

Leadership and Incivility

Ethical Leadership

Antecedents of Ethical Leadership

Outcomes of Ethical Leadership

Ethical Leadership Processes

Boundary Conditions of Ethical Leadership

Theoretical and Practical Implications

Chapter 6 Leading the Psychologically Healthy Workplace: The RIGHT Way

A Focus on Leaders

The RIGHT Way

Recognition

Involvement

Growth and Development

Health and Safety

Teamwork

Chapter 7 Leadership and Work-Family Conflict

Employees' Work-Family Conflict: Is it Exclusively Their Problem?

Work-Family Conflict: A Universal Phenomenon

Work-Family Conflict and Work-Family Facilitation: Two Different Processes

Managers' Perceptions of Work-Family Issues

The Role of the Leader in Creating a Work-Family Culture

Leadership Styles and Followers' Work-Family Conflict and Facilitation

Work-Family Policies and Positive Organizational Outcomes

Avenues for Future Research: Integrating the Leader Level in Work-Family Studies

Theoretical Challenges

Methodological Challenges

Chapter 8 Leaders as Resources: How Managers and Supervisors Can Socially Support Employees Towards Better Mental Health and Well-Being

Employee Mental Health: The Role of the Workplace

Employee Mental Health: Support from Leaders.

Social Support in Action: Workplace Mental Health Training for Leaders

Recognition of Warning Signs

Identifying Sources of Support

Providing Support

Chapter 9 Destructive Forms of Leadership and Their Relationships with Employee Well-Being

Conceptualizing Destructive Leadership

An Overarching Definition

Destructive Leadership Directed Towards Subordinates

What About Intent?

Relationships Between Destructive Forms of Leadership and Employee Well-Being

Relationships Between Destructive Leadership and Job Satisfaction

Relationships Between Destructive Leadership and Organizational Commitment

Relationships Between Destructive Leadership and Emotional Exhaustion

Relationships Between Destructive Leadership and Psychological Well-Being

Relationship Between Destructive Leadership and Other Indicators of Well-Being

Workplace Bullying and its Relationships with Subordinates' Mental and Somatic Health

Summary of Findings on Destructive Leadership and Well-Being

Emotional Responses to Destructive Forms of Leadership

Subordinates' Coping Strategies when Confronted with Destructive Leadership

Societal and Organizational Measures Against Destructive Leadership and its Outcomes

Conclusion and Directions for Future Research

Chapter 10 Leaders Can Make or Break an Intervention - But Are They the Villains of the Piece?

The Leader as the Driver of Change

Do You See What I See? Leaders' Attitudes Shaping Employee Attitudes and Intervention Outcomes

Leaders' Behaviours: Job Crafting to Make or Break Interventions

Leaders Can Break an Intervention

Why Do Leaders Break Interventions? Are They the Villains of the Piece?

What Am I Doing? Leaders' Lack of Personal Resources

Providing Leaders with the Resources to Make Interventions.

When Training is Not Enough

A Model of the Leader's Role in Organizational Occupational Health Interventions

So What Can We Do Differently?

Chapter 11 Developing Positive Leadership for Employee Well-Being and Engagement

Links Between Leadership and Employee Well‐Being and Engagement

Leadership and Employee Well-Being

Leadership and Employee Engagement

What is 'Positive Leadership' - the Kind of Leadership that Enhances Both Employee Well‐Being and Engagement?

Can Positive Leadership be Developed?

Success Factors for Positive Leadership Development

Chapter 12 Mindful Leadership and Employee Well-Being: The Mediating Role of Leader Behaviours

Leader Mindfulness Through a COR Framework

Leadership Styles and Behaviours

Mindfulness and Transformational Leadership

Mindfulness and Inspirational Motivation

Inspirational Motivation and Employee Well-Being

Mindfulness and Individual Consideration

Individual Consideration and Employee Well-Being

Ethical Leadership and Employee Well-Being

Mindfulness and Abusive Supervision

Abusive Supervision and Employee Well-Being

Practical Implications

Research Implications

Chapter 13 Leading and Developing Health and Safety through Collective Psychological Capital

Paradigm Shift to Positivity

Psychological Capital as Outgrowth of POB

Hope within PsyCap

Efficacy within PsyCap

Resilience within PsyCap

Optimism within PsyCap

Theoretical Foundations for PsyCap

PsyCap Research to Date

Group, Team or Collective Psychological Capital (cPsyCap)

The Role of Leadership in Collective Psychological Capital Development for Occupational Health and Safety.

The Conceptual Framework of Collective Health PsyCap and Safety PsyCap with Authentic Leadership

Health Psycap and Well-Being

Collective PsyCap and Safety PsyCap

Development Guidelines for Collective Health PsyCap and Safety PsyCap

cPCI for Health PsyCap and Safety PsyCap: Hope

cPCI for Health PsyCap and Safety PsyCap: Efficacy

cPCI for Health PsyCap and Safety PsyCap: Resilience

cPCI for Health PsyCap and Safety PsyCap: Optimism

Conclusions and Recommendations

Chapter 14 'Choose a Job You Love, and You Will Never Have to Work a Day in your Life': A Strengths-based Leadership Approach to Optimal Functioning at Work

Positive Psychology and the Strengths Movement

Three Streams of Research on Strengths

The Gallup Organization

The Positive Psychology Center

The Centre of Applied Positive Psychology

Strengths Identification

Psychometric Instruments

Self-Observation and Introspection

Feedback on Personal Strengths

Strengths Use and Development

Strengths-Based Job Crafting

The 'Me at My Best' Exercise

Using Signature Strengths in a New Way

Card Games on Strengths

Strengths Overuse and Misuse

Managerial Practices

Strengths-Based Performance Appraisal

Strengths-based Team Development

A Healthy and Performant Workplace is One in which Strengths are Identified and Used

Chapter 15 Leadership and Mental Illness: Realities and New Directions

Why Should Organizational Behaviour Researchers Care about Mental Illness?

Personality Disorders

Mood Disorders

Anxiety Disorders

Mental Health Challenges

Work Stress

Alcohol Use

Sleep

Moving Forward

Index

EULA.

Notes:

Description based on publisher supplied metadata and other sources.

Other Format:

Print version: Kelloway, E. Kevin Leading to Occupational Health and Safety

ISBN:

9781118973738

OCLC:

971365838