ABSTRACT
In the safety literature, generally, managers’ critical role in developing occupational health and safety (OHS) is addressed. Managers are commonly considered key factors in safety improvement and implementing safety management systems because they have the capacity and power to make decisions about safety investments and can influence the safety culture of an organization (e.g., Dedobbeleer and Béland, 1998; DeJoy et al., 2004; Fernández-Muñiz et al., 2009; Flin, 2003; Flin et al., 2000; Flin and Yule, 2004; Guldenmund, 2000; Hale et al., 2010; Hofmann and Stetzer, 1996, 2003; Zohar, 1980). For establishing successful organizational OHS policies and procedures, managers’ resources, competence, and commitment are crucial (Conchie et al., 2013; Fruhen at al., 2013; Hale et al., 2010; Hardison et al., 2014; Tappura and Hämäläinen, 2012). In particular, safety leadership is considered important for developing safety culture, climate, and performance, and it has been studied actively in recent years (e.g., Barling et al., 2002; Conchie et al., 2013; Eid et al., 2012; Hoffmeister et al., 2014; Hofmann and Morgeson, 2004; Kapp, 2012; Künzle et al., 2010; Lu and Yang, 2010; O’Dea and Flin, 2001; Wu et al., 2008; Zohar, 2010). In addition, novel OHS risks such as psychosocial risks have emerged, and the mental demands of work have increased (Leka et al., 2011; Siegrist et al., 2004). Therefore, managers should possess different types of leadership competencies for ensuring employees’ health and safety at work.
