{'fraction_non_alphanumeric': 0.015255530129672006, 'fraction_numerical': 0.004576659038901602, 'mean_word_length': 5.728205128205128, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
Inconsistent style of leadership as a predictor of safety behaviour

Abstract Research on the effects of passive rather than transformational styles of leadership is limited, especially regarding safety-related outcomes in the workplace. Both styles of leadership can be exhibited at different times in the same individual; here we refer to this as inconsistent leadership. In this study, we examine the effect of inconsistent safety-specific leadership style on the safety participation and safety compliance of employees. Operationalized as the interaction of safety-specific transformational leadership and passive leadership, inconsistent safety leadership emerged as a significant predictor of both outcomes in two samples in Canada: a sample of 241 young workers and again in a sample of 491 older workers, who were long-term health care employees. We found that a transformational safety-specific leadership style was associated with greater safety compliance and safety participation in employees. Furthermore, in all cases, the predictive effect of transformational style of leadership on safety participation and safety compliance was attenuated when leaders also displayed passive leadership with respect to safety outcomes. Theoretical and practical implications for safety management are discussed.