ABSTRACT
Occupational safety can be compromised by ‘toxic’ workplaces, in which the likelihood of unsafe acts, and subsequent accidents, is increased. Key antecedents of workplace accidents have emerged as social support from both leaders and coworkers (Nahrgang, Morgeson, & Hofmann, 2011) as well as leadership behaviours (Christian, Bradley, Wallace, & Burke, 2009; Clarke, 2010). This chapter takes a social-psychological perspective of workplace safety, which emphasises the role of social interactions, both between leaders and employees, and between employees and their coworkers. In addition, theoretical insights from uncertainty management theory (UMT; Lind & van den Bos, 2002) are drawn into the discussion to provide further understanding of how employees interpret their social context. Finally, drawing on these discussions, this chapter recognises the need to shift focus from a predominantly between-person approach to exploring the causes of workplace accidents, to the consideration of these factors from a within-person perspective. Areas for future research and practical implications are discussed.
