Vertical and Shared Leadership in Large Safety-Oriented Organizations. An Empirical Analysis

Binci D., Scafarto F., Cerruti C., Appolloni A., ÖZEREN E.

19th Conference of the Eurasia-Business-and-Economics-Society (EBES), İstanbul, Türkiye, 01 Mayıs 2016, cilt.7, ss.437-453 identifier

  • Yayın Türü: Bildiri / Tam Metin Bildiri
  • Cilt numarası: 7
  • Doi Numarası: 10.1007/978-3-319-54112-9_28
  • Basıldığı Şehir: İstanbul
  • Basıldığı Ülke: Türkiye
  • Sayfa Sayıları: ss.437-453
  • Anahtar Kelimeler: High-Reliability Organizations, Safety-Oriented Culture, Leadership, Transformational leader, Transactional leader, HIGH-RELIABILITY, MANAGEMENT TEAMS, MINDFULNESS, PERFORMANCE, CULTURE, LESSONS
  • Dokuz Eylül Üniversitesi Adresli: Evet

Özet

This article explores the relationship between leadership and safetyoriented culture, by analyzing the predictive role of vertical and shared leadership styles (and behaviors). Drawing on a sample of 68 managers from a safety-oriented organization, we develop a set of hypothesis in order to understand the different relationships between leadership styles (and behaviors) under prevention context as well as crisis situation. To test hypothesis we ran separate hierarchical regression analysis. Results highlight that vertical leadership variables account for a significant amount of variance in prevention context beyond the shared leadership variables, as well as the shared leadership variables account for a significant amount of variance over the vertical leadership styles under emergencies context. With respect to the existing literature, the paper contributes to the leadership literature and safety-oriented culture by showing how vertical and shared leadership (transformational and transactional) are related to prevention and containment processes and should be both considered in order to manage different contingencies that happen as ordinary and extraordinary events in the organization.