Safety climate:
Safety climate:
The role of leadership in
The role of leadership in
enhancing workplace safety
enhancing workplace safety
David David Stuewe Stuewe
Dalhousie University, Canada Dalhousie University, Canada
IWH Nachemson Memorial Lecture, Toronto, IWH Nachemson Memorial Lecture, Toronto,
Oct 30, 2007 Oct 30, 2007
Overview
Overview
1
1
Safety Climate
Safety Climate
2
2
The Leadership Literature
The Leadership Literature
3
3
Safety Leadership Development
Safety Leadership Development
Results
Results
How we got here:
How we got here:
What is the prevention literature
What is the prevention literature
saying?
saying?
Intersection with management
Intersection with management
literature
literature
Test practical approaches to add value
Test practical approaches to add value
to prevention effort
to prevention effort
Comprehensive safety & health
Comprehensive safety & health
Safe & Healthy Safe & Healthy
Workplaces Workplaces
Organizational
Wellness
(Leadership &
Culture)
Physical Work
Environment,
(Materials & Process)
Personal
Wellness
(Health
Practices &
Lifestyles)
Prevention: no simple answers
Prevention: no simple answers
Multiple ingredients Multiple ingredients
Audit, inspection, prosecution, orders, Audit, inspection, prosecution, orders,
incentives, policies, standards & procedures incentives, policies, standards & procedures
Training, supervision, motivation, Training, supervision, motivation,
equipment, financial standards, equipment, financial standards,
commitment commitment
Effective leadership ties systems & people Effective leadership ties systems & people
together together
Leadership: social & emotional
Leadership: social & emotional
intelligence
intelligence
Understanding what is important to individuals Understanding what is important to individuals
Speaking to it requires social/emotional awareness Speaking to it requires social/emotional awareness
& takes time & takes time
Being a leader is not easy; requires self-awareness Being a leader is not easy; requires self-awareness
& self management & self management
Creates a climate to explore differences Creates a climate to explore differences
Ethics: leadership and safety
Ethics: leadership and safety
Business ethics literature dominated by Business ethics literature dominated by
high-intensity moral dilemmas high-intensity moral dilemmas
Ethical leadership is exemplified mostly in Ethical leadership is exemplified mostly in
routine, low-intensity situations routine, low-intensity situations
Addressing employees Addressing employees’ ’ safety/health is a safety/health is a
ethical daily matter (front line & corporate) ethical daily matter (front line & corporate)
Leadership at all Levels
Leadership at all Levels
Networks & norms facilitate collaborative action Networks & norms facilitate collaborative action
Norms should be framed at the top Norms should be framed at the top
Top leadership must be informed & be seen to listen Top leadership must be informed & be seen to listen
& support constructive safety environment & support constructive safety environment
Safety orientation must support & be supported by Safety orientation must support & be supported by
front line leaders relative to production front line leaders relative to production
Flow of management &
Flow of management &
safety information
safety information
Information flow management - Information flow management - who knows what & who knows what &
when, for information &/or action when, for information &/or action
Differences between policy & practice Differences between policy & practice
- safety climate measurement - safety climate measurement
What gets measured does not necessarily get done What gets measured does not necessarily get done
- reported & accountably assigned does get done - reported & accountably assigned does get done
Alf
Alf
’
’
s View:
s View:
Safety leadership message
Safety leadership message
Effective leaders monitor their team
Effective leaders monitor their team
’
’
s
s
situation to provide feedback &
situation to provide feedback &
recognition
recognition
Feedback & recognition can be:
Feedback & recognition can be:
- as effective a motivator as pay
- as effective a motivator as pay
- when people feel understood & valued
- when people feel understood & valued
Safety leadership accepts
Safety leadership accepts
Safety precautions
Safety precautions
–
–
usually have
usually have
modest & immediate cost (slower pace,
modest & immediate cost (slower pace,
extra effort, & personal discomfort)
extra effort, & personal discomfort)
Un
Un
safe
safe
behaviour offers
behaviour offers
immediate
immediate
rewards
rewards
Safe
Safe
behavior delayed/ uncertain
behavior delayed/ uncertain
rewards
rewards
Safety leadership
Safety leadership
Builds on leaders Builds on leaders’ ’ understanding & discussing understanding & discussing
workers workers’ ’ views on their safety views on their safety
Recognizes & accepts Recognizes & accepts bounded rationality: bounded rationality:
– – drives most action & is natural drives most action & is natural
– – decision-making decision-making is based on short-term maximizing is based on short-term maximizing
– – strong tendency to act unsafely in routine situations strong tendency to act unsafely in routine situations
Accepts safety is a long term investment & that Accepts safety is a long term investment & that
leaders must take action & are responsible leaders must take action & are responsible
Leaders are the key to
Leaders are the key to
change
change
Leaders can reverse the payoff structure of Leaders can reverse the payoff structure of
short term versus long term short term versus long term
Strategic leaders should create culture Strategic leaders should create culture
Information from random sample & Information from random sample &
confidential measurement as lever for confidential measurement as lever for
change supported by coaching leaders change supported by coaching leaders
What is the difference?
What is the difference?
Change requires
Change requires
Feedback & recognition positive & negative Feedback & recognition positive & negative
Framework for change demonstrated & Framework for change demonstrated &
re-enforced as it is n re-enforced as it is normal to do what was ormal to do what was
always done always done
Leaders to listen & act Leaders to listen & act
! Safety checklists formal & informal Safety checklists formal & informal
! Hazard removal report - ideas from floor reported & Hazard removal report - ideas from floor reported &
reviewed reviewed
! Action on items committed to in the hazard report Action on items committed to in the hazard report
! Safety talks become Safety talks become – – discussions discussions
Getting Started:
Getting Started:
Safety Climate Survey
Safety Climate Survey
Measures workplace practices, as there are often Measures workplace practices, as there are often
differences between policy and practice differences between policy and practice
“ “Through the eyes of the employees Through the eyes of the employees” ” - what is the - what is the
trade off between productivity, comfort, & safety? trade off between productivity, comfort, & safety?
“ “Is it expected Is it expected” ” that we will act safely? that we will act safely?
Perceptions of firm Perceptions of firm’ ’s & leaders s & leaders’ ’ approach to safety approach to safety
can with repeatable accuracy be measured can with repeatable accuracy be measured
Leadership Development Model
Leadership Development Model
Management’s true values
major influence in safety culture
Leadership coaching supports change via
exploring random sample data:
Employees Employees’ ’ perceptions: perceptions: Climate Climate
Observations of Leader Observations of Leader – – Staff interactions Staff interactions
% Safe operations % Safe operations
!
!
Improvement in Climate leads to reduction in injury rate Improvement in Climate leads to reduction in injury rate
Leadership development results:
Leadership development results:
NS heavy manufacturing plant
NS heavy manufacturing plant
Year & half project guided by: Year & half project guided by:
– – joint labour management committee joint labour management committee
– – safety climate survey results safety climate survey results
– – random sample safety observations and random sample safety observations and
– – leadership interactions observations starting at the work leadership interactions observations starting at the work
team and building to the organizational level team and building to the organizational level
Coaching of leaders Coaching of leaders
Assisted in reducing incidents by 40% Assisted in reducing incidents by 40%
% Safety Exchanges =
# Exchanges understood to be about Safety
Issues
Total # Exchanges Reported
Housekeeping includes:
Hoses/Tripping Hazards
Wastes and Garbage
B-Shop comparison daily safety exchanges,
and % of safe operations housekeeping
Total B-Shop: Daily Safety Exchanges (DSEs)
versus Safe Operations (housekeeping)
10
15
20
25
30
35
40
45
50
1 2 3 4 5 6 7 8 9 10
Reporting Week
%
S
a
f
e
t
y
E
x
c
h
a
n
g
e
s
40
45
50
55
60
65
70
75
80
%
S
a
f
e
O
p
e
r
a
t
i
o
n
s
% Safety Exchanges % Safe Operations
Oil Refinery Oil Refinery
Israeli company Israeli company
Main activities: Main activities: Upgrading, canning and Upgrading, canning and
distribution of oil products distribution of oil products
Results: Results:
Synchronized change: Synchronized change: Safety exchanges Safety exchanges
increased & unsafe operations decreased increased & unsafe operations decreased
Significant changes seen in Significant changes seen in safety climate safety climate
scores during the post-intervention period scores during the post-intervention period
Safety exchanges & unsafe operations
(%) refinery section
0
10
20
30
40
50
60
70
80
1 5 9
1
3
1
7
2
1
2
5
2
9
3
3
3
7
4
1
Weeks
%
Supervisory Interactions
Electric work
Movement in zones
One year later
Food-processing Company:
(% unsafe) Israeli company
0
10
20
30
40
50
60
70
80
1 7
1
3
1
9
2
5
3
1
3
7
Weeks
%
Earplugs Housekeeping Door jamming
1 year
Research: next steps
Research: next steps
Build Canadian data set to calibrate survey
Build Canadian data set to calibrate survey
relationship to illness & injury rate
relationship to illness & injury rate
Develop cost effective survey delivery
Develop cost effective survey delivery
Develop cost effective support for leaders
Develop cost effective support for leaders
willing to receive & use feedback
willing to receive & use feedback
References:
References:
Avolio Avolio, B.J. & William, L.G. 2005, "Authentic leadership development: Getting to the root of , B.J. & William, L.G. 2005, "Authentic leadership development: Getting to the root of
positive forms of leadership", positive forms of leadership", The Leadership Quarterly, The Leadership Quarterly, vol. 16, pp. 315-338. vol. 16, pp. 315-338.
Avolio Avolio, B.J. 1999, , B.J. 1999, Full leadership development : building the vital forces in organizations, Full leadership development : building the vital forces in organizations,
Sage Publications, Thousand Oaks, Calif. Sage Publications, Thousand Oaks, Calif.
Bass, B.M. & Bass, B.M. & Avolio Avolio, B.J. 1994, , B.J. 1994, Improving organizational effectiveness through Improving organizational effectiveness through
transformational leadership, transformational leadership, Sage Publications, Thousand Oaks, Calif. Sage Publications, Thousand Oaks, Calif.
Burke, M.J., Sarpy, S.A., Burke, M.J., Sarpy, S.A., Tesluk Tesluk, P.E. & Smith-Crowe, K. 2002, "General safety , P.E. & Smith-Crowe, K. 2002, "General safety
performance: A test of a grounded theoretical model", performance: A test of a grounded theoretical model", Personnel Psychology, Personnel Psychology, vol. 55, vol. 55,
no. 2, pp. 429. no. 2, pp. 429.
Cherniss Cherniss, C. & , C. & Goleman Goleman, D. 2001, , D. 2001, The emotionally intelligent workplace : how to select for, The emotionally intelligent workplace : how to select for,
measure, and improve emotional intelligence in individuals, groups, and organizations, measure, and improve emotional intelligence in individuals, groups, and organizations,
1st 1st edn edn, , Jossey-Bass Jossey-Bass, San Francisco. , San Francisco.
Goleman Goleman, D. 2006, , D. 2006, Social intelligence : the new science of human relationships, Social intelligence : the new science of human relationships, Bantam Bantam
Books, New York. Books, New York.
Goleman Goleman, D. 1998, , D. 1998, Working with emotional intelligence, Working with emotional intelligence, Bantam Books, New York ; Bantam Books, New York ;
Toronto. Toronto.
Goleman Goleman, D. 1995, , D. 1995, Emotional intelligence, Emotional intelligence, Bantam Books, New York. Bantam Books, New York.
References:
References:
(cont
(cont
’
’
d)
d)
Stajkovic Stajkovic, A.D. & , A.D. & Luthans Luthans, F. 2003, "Behavioral Management and Task Performance in , F. 2003, "Behavioral Management and Task Performance in
Organizations: Conceptual Background, Meta-Analysis, and Test of Alternative Models", Organizations: Conceptual Background, Meta-Analysis, and Test of Alternative Models",
Personnel Psychology, Personnel Psychology, vol. 56, no. 1, pp. 155-194. vol. 56, no. 1, pp. 155-194.
Stajkovic Stajkovic, A.D. & , A.D. & Luthans Luthans, F. 1997, "A meta-analysis of the effects of organizational , F. 1997, "A meta-analysis of the effects of organizational
behavior modification on task performance, 1975-95", behavior modification on task performance, 1975-95", Academy of Management Academy of Management
Journal, Journal, vol. 40, no. 5, pp. 1122. vol. 40, no. 5, pp. 1122.
Velasquez, M.G. 1999, Velasquez, M.G. 1999, Philosophy, a text with readings, Philosophy, a text with readings, 7th 7th edn edn, Wadsworth Pub. Co., , Wadsworth Pub. Co.,
Belmont, CA. Belmont, CA.
Zohar, D. 2002, "Modifying supervisory practices to improve submit safety: A leadership- Zohar, D. 2002, "Modifying supervisory practices to improve submit safety: A leadership-
based intervention model", based intervention model", The Journal of applied psychology, The Journal of applied psychology, vol. 87, no. 1, pp. 156. vol. 87, no. 1, pp. 156.
Zohar, D. 2000, "A group-level model of safety climate: Testing the effect of group climate Zohar, D. 2000, "A group-level model of safety climate: Testing the effect of group climate
on on microaccidents microaccidents in manufacturing jobs", in manufacturing jobs", The Journal of applied psychology, The Journal of applied psychology, vol. 85, vol. 85,
no. 4, pp. 587. no. 4, pp. 587.
Zohar, D. & Zohar, D. & Luria Luria, G. 2005, "A Multilevel Model of Safety Climate: Cross-Level Relationships , G. 2005, "A Multilevel Model of Safety Climate: Cross-Level Relationships
Between Organization and Group-Level Climates", Between Organization and Group-Level Climates", The Journal of applied psychology, The Journal of applied psychology,
vol. 90, no. 4, pp. 616. vol. 90, no. 4, pp. 616.
Questions & Comments welcomed Questions & Comments welcomed
[email protected] [email protected]
doc_884879102.pdf
Safety climate:
The role of leadership in
The role of leadership in
enhancing workplace safety
enhancing workplace safety
David David Stuewe Stuewe
Dalhousie University, Canada Dalhousie University, Canada
IWH Nachemson Memorial Lecture, Toronto, IWH Nachemson Memorial Lecture, Toronto,
Oct 30, 2007 Oct 30, 2007
Overview
Overview
1
1
Safety Climate
Safety Climate
2
2
The Leadership Literature
The Leadership Literature
3
3
Safety Leadership Development
Safety Leadership Development
Results
Results
How we got here:
How we got here:
What is the prevention literature
What is the prevention literature
saying?
saying?
Intersection with management
Intersection with management
literature
literature
Test practical approaches to add value
Test practical approaches to add value
to prevention effort
to prevention effort
Comprehensive safety & health
Comprehensive safety & health
Safe & Healthy Safe & Healthy
Workplaces Workplaces
Organizational
Wellness
(Leadership &
Culture)
Physical Work
Environment,
(Materials & Process)
Personal
Wellness
(Health
Practices &
Lifestyles)
Prevention: no simple answers
Prevention: no simple answers
Multiple ingredients Multiple ingredients
Audit, inspection, prosecution, orders, Audit, inspection, prosecution, orders,
incentives, policies, standards & procedures incentives, policies, standards & procedures
Training, supervision, motivation, Training, supervision, motivation,
equipment, financial standards, equipment, financial standards,
commitment commitment
Effective leadership ties systems & people Effective leadership ties systems & people
together together
Leadership: social & emotional
Leadership: social & emotional
intelligence
intelligence
Understanding what is important to individuals Understanding what is important to individuals
Speaking to it requires social/emotional awareness Speaking to it requires social/emotional awareness
& takes time & takes time
Being a leader is not easy; requires self-awareness Being a leader is not easy; requires self-awareness
& self management & self management
Creates a climate to explore differences Creates a climate to explore differences
Ethics: leadership and safety
Ethics: leadership and safety
Business ethics literature dominated by Business ethics literature dominated by
high-intensity moral dilemmas high-intensity moral dilemmas
Ethical leadership is exemplified mostly in Ethical leadership is exemplified mostly in
routine, low-intensity situations routine, low-intensity situations
Addressing employees Addressing employees’ ’ safety/health is a safety/health is a
ethical daily matter (front line & corporate) ethical daily matter (front line & corporate)
Leadership at all Levels
Leadership at all Levels
Networks & norms facilitate collaborative action Networks & norms facilitate collaborative action
Norms should be framed at the top Norms should be framed at the top
Top leadership must be informed & be seen to listen Top leadership must be informed & be seen to listen
& support constructive safety environment & support constructive safety environment
Safety orientation must support & be supported by Safety orientation must support & be supported by
front line leaders relative to production front line leaders relative to production
Flow of management &
Flow of management &
safety information
safety information
Information flow management - Information flow management - who knows what & who knows what &
when, for information &/or action when, for information &/or action
Differences between policy & practice Differences between policy & practice
- safety climate measurement - safety climate measurement
What gets measured does not necessarily get done What gets measured does not necessarily get done
- reported & accountably assigned does get done - reported & accountably assigned does get done
Alf
Alf
’
’
s View:
s View:
Safety leadership message
Safety leadership message
Effective leaders monitor their team
Effective leaders monitor their team
’
’
s
s
situation to provide feedback &
situation to provide feedback &
recognition
recognition
Feedback & recognition can be:
Feedback & recognition can be:
- as effective a motivator as pay
- as effective a motivator as pay
- when people feel understood & valued
- when people feel understood & valued
Safety leadership accepts
Safety leadership accepts
Safety precautions
Safety precautions
–
–
usually have
usually have
modest & immediate cost (slower pace,
modest & immediate cost (slower pace,
extra effort, & personal discomfort)
extra effort, & personal discomfort)
Un
Un
safe
safe
behaviour offers
behaviour offers
immediate
immediate
rewards
rewards
Safe
Safe
behavior delayed/ uncertain
behavior delayed/ uncertain
rewards
rewards
Safety leadership
Safety leadership
Builds on leaders Builds on leaders’ ’ understanding & discussing understanding & discussing
workers workers’ ’ views on their safety views on their safety
Recognizes & accepts Recognizes & accepts bounded rationality: bounded rationality:
– – drives most action & is natural drives most action & is natural
– – decision-making decision-making is based on short-term maximizing is based on short-term maximizing
– – strong tendency to act unsafely in routine situations strong tendency to act unsafely in routine situations
Accepts safety is a long term investment & that Accepts safety is a long term investment & that
leaders must take action & are responsible leaders must take action & are responsible
Leaders are the key to
Leaders are the key to
change
change
Leaders can reverse the payoff structure of Leaders can reverse the payoff structure of
short term versus long term short term versus long term
Strategic leaders should create culture Strategic leaders should create culture
Information from random sample & Information from random sample &
confidential measurement as lever for confidential measurement as lever for
change supported by coaching leaders change supported by coaching leaders
What is the difference?
What is the difference?
Change requires
Change requires
Feedback & recognition positive & negative Feedback & recognition positive & negative
Framework for change demonstrated & Framework for change demonstrated &
re-enforced as it is n re-enforced as it is normal to do what was ormal to do what was
always done always done
Leaders to listen & act Leaders to listen & act
! Safety checklists formal & informal Safety checklists formal & informal
! Hazard removal report - ideas from floor reported & Hazard removal report - ideas from floor reported &
reviewed reviewed
! Action on items committed to in the hazard report Action on items committed to in the hazard report
! Safety talks become Safety talks become – – discussions discussions
Getting Started:
Getting Started:
Safety Climate Survey
Safety Climate Survey
Measures workplace practices, as there are often Measures workplace practices, as there are often
differences between policy and practice differences between policy and practice
“ “Through the eyes of the employees Through the eyes of the employees” ” - what is the - what is the
trade off between productivity, comfort, & safety? trade off between productivity, comfort, & safety?
“ “Is it expected Is it expected” ” that we will act safely? that we will act safely?
Perceptions of firm Perceptions of firm’ ’s & leaders s & leaders’ ’ approach to safety approach to safety
can with repeatable accuracy be measured can with repeatable accuracy be measured
Leadership Development Model
Leadership Development Model
Management’s true values
major influence in safety culture
Leadership coaching supports change via
exploring random sample data:
Employees Employees’ ’ perceptions: perceptions: Climate Climate
Observations of Leader Observations of Leader – – Staff interactions Staff interactions
% Safe operations % Safe operations
!
!
Improvement in Climate leads to reduction in injury rate Improvement in Climate leads to reduction in injury rate
Leadership development results:
Leadership development results:
NS heavy manufacturing plant
NS heavy manufacturing plant
Year & half project guided by: Year & half project guided by:
– – joint labour management committee joint labour management committee
– – safety climate survey results safety climate survey results
– – random sample safety observations and random sample safety observations and
– – leadership interactions observations starting at the work leadership interactions observations starting at the work
team and building to the organizational level team and building to the organizational level
Coaching of leaders Coaching of leaders
Assisted in reducing incidents by 40% Assisted in reducing incidents by 40%
% Safety Exchanges =
# Exchanges understood to be about Safety
Issues
Total # Exchanges Reported
Housekeeping includes:
Hoses/Tripping Hazards
Wastes and Garbage
B-Shop comparison daily safety exchanges,
and % of safe operations housekeeping
Total B-Shop: Daily Safety Exchanges (DSEs)
versus Safe Operations (housekeeping)
10
15
20
25
30
35
40
45
50
1 2 3 4 5 6 7 8 9 10
Reporting Week
%
S
a
f
e
t
y
E
x
c
h
a
n
g
e
s
40
45
50
55
60
65
70
75
80
%
S
a
f
e
O
p
e
r
a
t
i
o
n
s
% Safety Exchanges % Safe Operations
Oil Refinery Oil Refinery
Israeli company Israeli company
Main activities: Main activities: Upgrading, canning and Upgrading, canning and
distribution of oil products distribution of oil products
Results: Results:
Synchronized change: Synchronized change: Safety exchanges Safety exchanges
increased & unsafe operations decreased increased & unsafe operations decreased
Significant changes seen in Significant changes seen in safety climate safety climate
scores during the post-intervention period scores during the post-intervention period
Safety exchanges & unsafe operations
(%) refinery section
0
10
20
30
40
50
60
70
80
1 5 9
1
3
1
7
2
1
2
5
2
9
3
3
3
7
4
1
Weeks
%
Supervisory Interactions
Electric work
Movement in zones
One year later
Food-processing Company:
(% unsafe) Israeli company
0
10
20
30
40
50
60
70
80
1 7
1
3
1
9
2
5
3
1
3
7
Weeks
%
Earplugs Housekeeping Door jamming
1 year
Research: next steps
Research: next steps
Build Canadian data set to calibrate survey
Build Canadian data set to calibrate survey
relationship to illness & injury rate
relationship to illness & injury rate
Develop cost effective survey delivery
Develop cost effective survey delivery
Develop cost effective support for leaders
Develop cost effective support for leaders
willing to receive & use feedback
willing to receive & use feedback
References:
References:
Avolio Avolio, B.J. & William, L.G. 2005, "Authentic leadership development: Getting to the root of , B.J. & William, L.G. 2005, "Authentic leadership development: Getting to the root of
positive forms of leadership", positive forms of leadership", The Leadership Quarterly, The Leadership Quarterly, vol. 16, pp. 315-338. vol. 16, pp. 315-338.
Avolio Avolio, B.J. 1999, , B.J. 1999, Full leadership development : building the vital forces in organizations, Full leadership development : building the vital forces in organizations,
Sage Publications, Thousand Oaks, Calif. Sage Publications, Thousand Oaks, Calif.
Bass, B.M. & Bass, B.M. & Avolio Avolio, B.J. 1994, , B.J. 1994, Improving organizational effectiveness through Improving organizational effectiveness through
transformational leadership, transformational leadership, Sage Publications, Thousand Oaks, Calif. Sage Publications, Thousand Oaks, Calif.
Burke, M.J., Sarpy, S.A., Burke, M.J., Sarpy, S.A., Tesluk Tesluk, P.E. & Smith-Crowe, K. 2002, "General safety , P.E. & Smith-Crowe, K. 2002, "General safety
performance: A test of a grounded theoretical model", performance: A test of a grounded theoretical model", Personnel Psychology, Personnel Psychology, vol. 55, vol. 55,
no. 2, pp. 429. no. 2, pp. 429.
Cherniss Cherniss, C. & , C. & Goleman Goleman, D. 2001, , D. 2001, The emotionally intelligent workplace : how to select for, The emotionally intelligent workplace : how to select for,
measure, and improve emotional intelligence in individuals, groups, and organizations, measure, and improve emotional intelligence in individuals, groups, and organizations,
1st 1st edn edn, , Jossey-Bass Jossey-Bass, San Francisco. , San Francisco.
Goleman Goleman, D. 2006, , D. 2006, Social intelligence : the new science of human relationships, Social intelligence : the new science of human relationships, Bantam Bantam
Books, New York. Books, New York.
Goleman Goleman, D. 1998, , D. 1998, Working with emotional intelligence, Working with emotional intelligence, Bantam Books, New York ; Bantam Books, New York ;
Toronto. Toronto.
Goleman Goleman, D. 1995, , D. 1995, Emotional intelligence, Emotional intelligence, Bantam Books, New York. Bantam Books, New York.
References:
References:
(cont
(cont
’
’
d)
d)
Stajkovic Stajkovic, A.D. & , A.D. & Luthans Luthans, F. 2003, "Behavioral Management and Task Performance in , F. 2003, "Behavioral Management and Task Performance in
Organizations: Conceptual Background, Meta-Analysis, and Test of Alternative Models", Organizations: Conceptual Background, Meta-Analysis, and Test of Alternative Models",
Personnel Psychology, Personnel Psychology, vol. 56, no. 1, pp. 155-194. vol. 56, no. 1, pp. 155-194.
Stajkovic Stajkovic, A.D. & , A.D. & Luthans Luthans, F. 1997, "A meta-analysis of the effects of organizational , F. 1997, "A meta-analysis of the effects of organizational
behavior modification on task performance, 1975-95", behavior modification on task performance, 1975-95", Academy of Management Academy of Management
Journal, Journal, vol. 40, no. 5, pp. 1122. vol. 40, no. 5, pp. 1122.
Velasquez, M.G. 1999, Velasquez, M.G. 1999, Philosophy, a text with readings, Philosophy, a text with readings, 7th 7th edn edn, Wadsworth Pub. Co., , Wadsworth Pub. Co.,
Belmont, CA. Belmont, CA.
Zohar, D. 2002, "Modifying supervisory practices to improve submit safety: A leadership- Zohar, D. 2002, "Modifying supervisory practices to improve submit safety: A leadership-
based intervention model", based intervention model", The Journal of applied psychology, The Journal of applied psychology, vol. 87, no. 1, pp. 156. vol. 87, no. 1, pp. 156.
Zohar, D. 2000, "A group-level model of safety climate: Testing the effect of group climate Zohar, D. 2000, "A group-level model of safety climate: Testing the effect of group climate
on on microaccidents microaccidents in manufacturing jobs", in manufacturing jobs", The Journal of applied psychology, The Journal of applied psychology, vol. 85, vol. 85,
no. 4, pp. 587. no. 4, pp. 587.
Zohar, D. & Zohar, D. & Luria Luria, G. 2005, "A Multilevel Model of Safety Climate: Cross-Level Relationships , G. 2005, "A Multilevel Model of Safety Climate: Cross-Level Relationships
Between Organization and Group-Level Climates", Between Organization and Group-Level Climates", The Journal of applied psychology, The Journal of applied psychology,
vol. 90, no. 4, pp. 616. vol. 90, no. 4, pp. 616.
Questions & Comments welcomed Questions & Comments welcomed
[email protected] [email protected]
doc_884879102.pdf