Shared transformational leadership and safety behaviours of employees, leaders, and teams: A multilevel investigation
Bibliographic record
Abstract
We investigate the extent to which transformational leadership behaviours enacted by team members – shared transformational leadership – relate to safety behaviours of team members, teams, and team leaders. We also consider the role of perceived organizational support in moderating the relationships between shared transformational leadership and safety behaviours. We collected data from 2,139 crew members (‘team members’) and 98 chief engineers (‘team leaders’) working on merchant shipping vessels (‘teams’). Team members’ perceptions of shared transformational leadership positively related to team members’ safety compliance and safety participation. Shared transformational leadership became less effective in relation to team members’ safety compliance under conditions of high levels of perceived organizational support. Shared transformational leadership at the team level related to higher levels of safety participation of teams. Teams’ shared transformational leadership was positively related to team leaders’ safety participation, but only under low levels of perceived organizational support. Taken together, our findings demonstrate the important role of shared transformational leadership in relation to safety behaviours and suggest that the effectiveness of shared transformational leadership might vary depending on perceived organizational support. Practitioner points Transformational leadership behaviours exercised by team members – shared transformational leadership – are associated with higher levels of mandated and discretionary safety behaviours of team members. Teams that have higher levels of shared transformational leadership demonstrate higher levels of team‐level discretionary safety behaviours. Shared transformational leadership is more strongly associated with employees’ mandated safety behaviours under low levels of perceived organizational support. When leaders perceive low levels of organizational support, their teams’ shared transformational leadership becomes a more important correlate of leaders’ discretionary safety behaviours. In addition to traditional leadership training that involves formal leaders only, organizations should consider implementing activities that foster shared leadership behaviours.
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How this classification was reachedexpand
Full frame distilled prediction
Teacher imitationNot calibrated prevalence, not ground truth. Human validation pending. Learned from the 10,348 direct Codex labels and 10,348 direct Gemma labels. Candidate is the union of thresholded teacher heads; consensus is their intersection. These outputs are machine_predicted_unvalidated and are not human labels or direct frontier model labels.
Codex and Gemma teacher scores by category
| Category | Codex | Gemma |
|---|---|---|
| Metaresearch | 0.001 | 0.000 |
| Meta-epidemiology (narrow) | 0.000 | 0.000 |
| Meta-epidemiology (broad) | 0.000 | 0.000 |
| Bibliometrics | 0.000 | 0.000 |
| Science and technology studies | 0.001 | 0.000 |
| Scholarly communication | 0.000 | 0.000 |
| Open science | 0.000 | 0.000 |
| Research integrity | 0.000 | 0.001 |
| Insufficient payload (model declined to judge) | 0.001 | 0.000 |
Machine scores (provisional)
The two teacher heads of the student model, read on this work. A score orders the frame for review; it never asserts a category, and the validation status ships verbatim with every row.
Baseline scores from an immature model (maturity gate not passed, 7 training rounds). Scores rank; they never assert a category.
score_only:v0-immature-baseline · verbatim from the scoring run: score_only means the number may rank works, and no category label ships from itClassification
machine, unvalidatedMachine predicted; a candidate call from one teacher head, not a consensus.
How this classification was reached, model by model and score by score, is at the end of the page under "How this classification was reached".