TY - JOUR
T1 - Passive avoidant leadership and safety non-compliance
T2 - A 30 days diary study among naval cadets
AU - Kjellevold Olsen, Olav
AU - Hetland, Jørn
AU - Berge Matthiesen, Stig
AU - Løvik Hoprekstad, Øystein
AU - Espevik, Roar
AU - Bakker, Arnold B.
N1 - Publisher Copyright:
© 2020 Elsevier Ltd
PY - 2021/6/1
Y1 - 2021/6/1
N2 - The leadership literature suggests that passive leadership undermines employee safety performance; because passive leadership behavior signals that the leader is not committed to organizational safety goals. We tested this hypothesis and investigated the role of two possible moderators, moral disengagement and intolerance of uncertainty. Participants were 78 naval cadets who responded to daily surveys during a 30 days voyage on board of a sailing ship (N occasions is 2166 for H1 and 1910 for H2– H4). The results of multilevel analyses showed as expected that a substantial portion (49%) of the daily safety non-compliance was caused by variation within each crewmember from day to day, and that an increase in daily passive avoidant leadership was related to increased daily safety non-compliance. More unexpectedly, those crewmembers high (and not low) on moral disengagement and intolerance of uncertainty were less influenced by passive avoidant leadership in terms of daily safety violations. Several explanations for the results are discussed.
AB - The leadership literature suggests that passive leadership undermines employee safety performance; because passive leadership behavior signals that the leader is not committed to organizational safety goals. We tested this hypothesis and investigated the role of two possible moderators, moral disengagement and intolerance of uncertainty. Participants were 78 naval cadets who responded to daily surveys during a 30 days voyage on board of a sailing ship (N occasions is 2166 for H1 and 1910 for H2– H4). The results of multilevel analyses showed as expected that a substantial portion (49%) of the daily safety non-compliance was caused by variation within each crewmember from day to day, and that an increase in daily passive avoidant leadership was related to increased daily safety non-compliance. More unexpectedly, those crewmembers high (and not low) on moral disengagement and intolerance of uncertainty were less influenced by passive avoidant leadership in terms of daily safety violations. Several explanations for the results are discussed.
UR - http://www.scopus.com/inward/record.url?scp=85097049351&partnerID=8YFLogxK
U2 - 10.1016/j.ssci.2020.105100
DO - 10.1016/j.ssci.2020.105100
M3 - Article
AN - SCOPUS:85097049351
SN - 0925-7535
VL - 138
JO - Safety Science
JF - Safety Science
M1 - 105100
ER -