The relationship between leadership styles and safety behavior : a case study of construction industry in Klang Valley

The relationship between leadership styles and safety behavior : a case study of construction industry in Klang Valley

The purpose of this research is to identify the relationship that exits between the leadership style and safety behavior in Klang Valley in the construction industry. Quantitative research design was adopted for this study. There are a total of 350 sets of questionnaire had been distributed to Econp...

Full description

Saved in:
Bibliographic Details
Main Author: Mohd Zhafri, Harudin
Format: Thesis
Language:eng
eng
Published: 2018
Subjects:
HD28-70 Management
Industrial Management
Online Access:https://etd.uum.edu.my/8138/1/820305-1.pdf
https://etd.uum.edu.my/8138/2/820305-2.pdf
Tags: Add Tag
No Tags, Be the first to tag this record!
id my-uum-etd.8138
record_format uketd_dc
institution Universiti Utara Malaysia
collection UUM ETD
language eng
eng
topic HD28-70 Management
Industrial Management
spellingShingle HD28-70 Management
Industrial Management
Mohd Zhafri, Harudin
The relationship between leadership styles and safety behavior : a case study of construction industry in Klang Valley
description The purpose of this research is to identify the relationship that exits between the leadership style and safety behavior in Klang Valley in the construction industry. Quantitative research design was adopted for this study. There are a total of 350 sets of questionnaire had been distributed to Econpile Sdn Bhd employee in Klang Valley area. However, total number of 275 sets of questionnaires had been collected. The Cronbach Alpha was used to measure the internal consistency of the questionnaire. Inferential statistical analysis has been used to determine the relationship between transaction, transformation, and situational leadership towards safety behavior such as Pearson Correlation Analysis and Multiple Regression Analyse. In addition, the frequency of descriptive statistics, such as mean, frequency, and standard deviation are used to analyze the relationship (transformation, transaction, and situational) affecting the safety behavior among Econ-pile Sdn Bhd employee. Based from the findings, all independent variable (leadership style) have significant relationship with dependent variable (safety behavior). The correlation result reveals the transnational leadership correlated with highly positive correlation than transformation and situational leadership.
format Thesis
qualification_name Master of Philosophy (MPhil)
qualification_level Master's degree
author Mohd Zhafri, Harudin
author_facet Mohd Zhafri, Harudin
author_sort Mohd Zhafri, Harudin
title The relationship between leadership styles and safety behavior : a case study of construction industry in Klang Valley
title_short The relationship between leadership styles and safety behavior : a case study of construction industry in Klang Valley
title_full The relationship between leadership styles and safety behavior : a case study of construction industry in Klang Valley
title_fullStr The relationship between leadership styles and safety behavior : a case study of construction industry in Klang Valley
title_full_unstemmed The relationship between leadership styles and safety behavior : a case study of construction industry in Klang Valley
title_sort relationship between leadership styles and safety behavior : a case study of construction industry in klang valley
granting_institution Universiti Utara Malaysia
granting_department Othman Yeop Abdullah Graduate School of Business
publishDate 2018
url https://etd.uum.edu.my/8138/1/820305-1.pdf
https://etd.uum.edu.my/8138/2/820305-2.pdf
_version_ 1747828334547435520
spelling my-uum-etd.81382021-08-11T02:13:29Z The relationship between leadership styles and safety behavior : a case study of construction industry in Klang Valley 2018 Mohd Zhafri, Harudin Othman Yeop Abdullah Graduate School of Business Othman Yeop Abdullah Graduate School of Business HD28-70 Management. Industrial Management The purpose of this research is to identify the relationship that exits between the leadership style and safety behavior in Klang Valley in the construction industry. Quantitative research design was adopted for this study. There are a total of 350 sets of questionnaire had been distributed to Econpile Sdn Bhd employee in Klang Valley area. However, total number of 275 sets of questionnaires had been collected. The Cronbach Alpha was used to measure the internal consistency of the questionnaire. Inferential statistical analysis has been used to determine the relationship between transaction, transformation, and situational leadership towards safety behavior such as Pearson Correlation Analysis and Multiple Regression Analyse. In addition, the frequency of descriptive statistics, such as mean, frequency, and standard deviation are used to analyze the relationship (transformation, transaction, and situational) affecting the safety behavior among Econ-pile Sdn Bhd employee. Based from the findings, all independent variable (leadership style) have significant relationship with dependent variable (safety behavior). The correlation result reveals the transnational leadership correlated with highly positive correlation than transformation and situational leadership. 2018 Thesis https://etd.uum.edu.my/8138/ https://etd.uum.edu.my/8138/1/820305-1.pdf text eng public https://etd.uum.edu.my/8138/2/820305-2.pdf text eng public mphil masters Universiti Utara Malaysia Andriessen Il-I. Safe behavior and safety motivation. Journal of Occupational Accidents 1978;1: 363-376. Anwar, F., & Ahmad, U. N. U. (2012). Mediating role of organizational commitment among leadership styles and employee outcomes. an empirical evidence from telecom sector of Pakistan. Arendse, J. (2013). Project Management Competency If actors In The Built Environment. Masters dissertation. Arvidsson, M., Johansson, C.R., Ek, A.,Akselsson, R. ,&Josefsson, B. (2004). Relationship between safety culture and psycho social work environment in air traffic control. Proceedings of the 2004 International Conference on Human Computer Interaction in Aeronautics. Toulouse: Eurisco Avolio, B. J. (1999). Full leadership development Building the vital forces in organizations. Sage. Avolio, B. J., & Bass, B. M. (1995). Individual consideration viewed at multiple levels of analysis: A multi-level framework for examining the diffusion of transformation leadership. The Leadership Quarterly, 6(2), 199-218. Avolio, B. J., Zhu, W., Koh, W., & Bhatia, P. (2004). Transformation leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of organizational behavior, 25(8), 951-968. Barling, J, Loughlin, C and Kelloway, E K (2002) Development and test of a model linking safety-specific transformation leadership and occupational safety. Journal of Applied Psychology, 87(3), 488-496. Barling, J., Weber, T., & Kelloway, T. K. (1996). Effects of Transformation Leadership Training on Attitudinal and Financial Outcomes: {\ Field Experiment. Journal of Applied Psychology, 81 , 827-832. Bass BM & Avolio BJ. MLQ Multi factor Leadership Questionnaire Technical Report. Thousand Oaks: Sage Publications; 2000. Bass BM. Two decades of research and development in transformation leadership. European Journal of Work and Organizational Psychology 1999;8(1):9-32. Bass, B. M. (1990) Bass and Stogdill's Handbook of Leadership: Theory Research and Managerial Applications, 3rd Edition, Free Press New York, NY.Bass, B. M. (1990). From transnational to transformation leadership: learning to share the vision. Organizational Dynamics, Vol. 18, N<D. 3. PP 19-36 Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transnational leadership. Thousand Oaks, CA: Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformation leadership behavior. The leadership quarterly, 10(2), 181-217. Bass, B.M., 1990. From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3): 19-3. Blanchard, Kenneth, H., & Hersey, P. (2008). Great Ideas Revisited. Journal of Training and Development. Blumberg, B., Cooper, D.R., & Schindler, P. S. (2011l Business research methods (3rd ed.). UK: McGraw-Hill Education (UK) Limited. Burns, J. M.(1978). Leadership. New York, NY: HarperCollins. Cavana, R. Y., Delahaye, B. L., & Sekaran, U. (2001). Applied business research.·Qualitative and quantitative methods. Milton, Qld: John Wiley & Sons. Cavazotte, F., Moreno, V., &Hickmann, M. (2012), Effects of leader intelligence, personality and emotional intelligence on transformational leadership and managerial performance. The Leadership Quartefly, 23(3), 443-455. Choudhry, RM.; Fang, D.; Lingard, H. Measuring safety climate of a construction company.J. Constr.Eng. Manag.2009, 135, 890--899 Christian, M. S., Bradley, J.C., Wallace, J.C., & Burke, M. J. (2009). Workplace safety: a meta-analysis of the roles of person and situation factors.Journal of Applied Psychology,94(5), 1103-1127.42: 839-825. Clarke S. The relationship between safety climate and safety performance: a meta analytic review. J. Occup. Health Psycho!. 2006;11:315-327. Clements, J., &Gido, J. (2012). Effective project management (5th ed.). Mason, Ohio: South-Western Engage Learning. Cnaff, A., & Wright, W. (2013). Anexiety: Counseling the job insecure client. Journal of Employment Counseling. Clinebell, S., Skudiene, V., Trijonyte, R., & Reardon, J. (2013). Impact of leadership styles on employee organizational commitment. Journal of Service Science (JSS), 6(1), 139-152.Conchie, S. M., & Donald, I. J. (2009). The moderating role of safety-specific trust on the relation between safety-specific leadership add safety citizenship behaviors. Journal of Occupational Health Psychology, 14(~), 137-147. Cooper MD, Phillips RA. Exploratory analysis of the safety climate and safety behavior relationship. Journal of Safety Research 2004; 35: 497 - 512. Cox, S., Jones, B., and Rycroft, H. 2004. Behavioral approaches to safety management within UK reactor plants. Safety Science Daft, R.L. & Lane, P., 2005. The Leadership Experience, 3rd ed. Mason, OH: Thomson/South-Western Doyle, M. E., & Smith, M. K. (2001). ,,Classical Leadership", the encyclopedia of informal education. [http :// www .infed. org/leadership /traditional_ leadership .htm] 16 October 2007. DuBrin, A. J., E. 2010. Principles of Leadership (6th edition). South-Western/Cengage Duchon, J., Keran, C. and Smith, T.J. (1994) 'Extended Workdays in an Underground Mine: A Work Performance Analysis ', Human Factors36: 258-68enjobs design. Journal of Occupational Health Psychology, 15(3), 279-290. Flin, R, Mearns, K, O'Connor, P, and Bryden, R (2000) Measuring safety climate: Identifying the common features. Safety Science, 34(1 ), 177-192. Fraser, C. (2000). The Influence of Personal Characteristics on Effectiveness of Construction Site Managers. Journal of Construction Management and Economics.Vol. 18(1) pp. 29-36. Garcia Morales VJ, MatiasReche F, Hurtado Torres N. Influence of transformational leadership on organizational innovation and performance depending on the level of organizational learning in the pharmaceutical sector. Journal of Organizational Change Management 2008b;21(2):188-212 Garcfa Morales, V. J., Llorens Montes, F. J., & VerduJover, A. J. (2008). The Effects of transformational leadership on organizational performance through knowledge and innovation* . British journal of management, 19(4), 299-319. Geldart, S., Smith, C., Shannon, H., and Lohfeld L. 2010. Organizational practices and workplace health and safety: A cross-sectional stl/ldY in manufacturing companies. Safety Science 48: 569- 562 Glasow, P.A. (2005). Fundamentals of survey research methodology. Retrieved December 7, 2012, from http://www.mitre.org/work/tech papers/tech papers 05/05 0638/05 0638.pdf Gliner, J. A., & Morgan, G. A. (2000). Research methods in applied settings: an integrated approach to design and analysis. Mahwah, N.J.: Lawrence Erlbaum. Mostafa Goetsch, D.L., and Davis, S.B. (2006). Leadership and Change. Quality Management:Introduction to Total Quality Management for Production, Processing, and Services, 5th Ed.,Pearson Prentice Hall Graeff, C. L. (1997). Evolution of situational leadership theory: A critical review.The Leadership Quarterly, 8(2), 153-170. Grint, K. (2011 ). A history of leadership. In A. Brymaf, D. Collinson, K. Grint, B. Jackson & M. Uhl-Bien (Eds.), The SAGE handlj)ookofLeadership(pp. 3-14). Thousand Oaks, CA: Sage. Hair, J F., Wolfinbarger, M. F., Ortinau, D. J., & ~ ush, R. P. (2010a). Essentials of marketing research (2nd ed.). New York: McGri w-Hill/lrwin. Hair, J. F., Black, W. C., Babin, B. J., & Anderson, P. E. (2010b). Multivariate data analysis (7th ed.). Upper Saddle River, New Jersey: Prentice Hall, Inc. Hayes, B.E, Perander. J, Smecko. T., & Trask.J. (1998), Measuring Perceptions of WorkplaceSafety: Development and Validation of the Work Safety Scale, Journal of Safety Research, Vol.29 Hersey, P., & Blanchard, K. H. (1979). Life cycle theory of leadership.Training& Development Journal, 33(6), 94. Retrieved from http://ezproxy.library.capella.edu/login?url=http://search.ebscohost.com.library.capella.edu/login.aspx?direct=true&db=aph&AN=9067469&site=ehostlive&scope=site Hersey, P., & Blanchard, K. H. (1980). The management of change.Training&Development Journal, 34(6), 80. Retrieved from http://ezproxy.library.capella.edu/login?url=http://search.ebscohost.com.library.ca pella.edu/login.aspx?direct=true&db=aph&AN=9072349&site=ehostlive&scope=site Hersey, P ., & Blanchard, K. H. (1981 ). So you want to know your leadership style?Training& Development Journal, 35(6), 34. Retrieved from http://ezproxy.library.capella.edu/login?url=http:~/search.ebscohost.com.library.ca pella.edu/login.aspx?direct=true&db=aph&AN=14 71 l 34&site=ehostlive&scope=site Hughes, R.L., Ginnett, R.C. & Curphy, G.J., 2002. Leadership: Enhancing the Lessons of Experience. 4th ed. Boston, MA: McGraw-Hill, Irwin. Inness, M, Turner, N, Barling, J and Stride, CB (2010) Transformational leadership and employee safety performance. Johnson, P. 0., & Bledsoe, J. C. (1973). Morale as related to perceptions of leader behavior. Personnel Psychology, 26, 581-592. Kaluza, S., Hauke, A., Starren, A., Drupsteen, L., and Bell, N. 2012. Leadership and Occupational Safety and Health(OSH): An Expe analysis, European Agency for Safety and Health at Work Keegan, A.E. and Den Hartog, D. H., 2004. Transformational leadership in a project based environment: a comparative study of the leadership styles of project managers and line managers. International Journal of Project Management, Vol 22, pp 609-617. Kelloway, E. K., Mullen, J., & Francis, L. (2006). Divergent Effects of Transformational and Passive Leadership on Employee Safety. Jou~nal of Occupational Health Psychology, 11, 76-86. · Kindle. (2009). Leadership: Theory and Practice. Kindle Edition. Komacki J., Barwick, K.D., and Scott, L. R. 1978. Behavioral approach to occupational safety: pinpointing and reinforcing safe performace in a food manufacturing plant. Journal of Applied Psychology 63 (4):445-t 34 Krejcie, R.V., & Morgan, D.W. (1970). Determining simple size for research activities. Educational and Psychological Measurement, 30, 607-610. Lok, P and Crawford, J (2004), "The effect of organizational culture and leadership style on job satisfaction and organizational commitment - A Cross National Comparison", Journal of Management Development, Vol 23, No. 4 2004. Lussier, R. N. (2006). Management Fundamentals: Concepts, Applications, and Skill Development (3rd Ed.). Mason: Thomson South-Western. Malhotra, N.K. (2007). Marketing research: an applied orientation (5th ed.). (pp. 213- 214). New Jersey: Prentice Hall. Marshall, C &Rossman, GB (1999). Designing qualitative research. 3rd ed. Thousand Oaks, CA: Sage. Merriam-Webster (2010). Merriam-Webster's Dictionary, Houghton-Mifflin. Misnan, Mohd Saidin and Mohammed, Abdul Hakim, 2008, "Development of Safety Culture in the Construction Industry: A Conceptual Framework," 2ndint. Conf. Built Environment in Developing Countries.Mohd Saidin Misnan and Abdul Hakim Mohammed (2907b). Development of Safety Culture in The Construction Industry: A Conceptual Framework. In: Boyd, D. ed.Proceedings of the 23rd Annual Conference 2601. September 3-5. Belfast, United Kingdom. pp. 13-2 Monaghan T.J. (1981 ). An Investigation of Leadership[ Styles and Organizational Structure, and Their Influence on the Conduct of Construction Projects. MSc. Thesis. Heriot-Watt University Mulki, J.P., Jaramillo, F., &Locander, W.B. (2006). Effects of Ethical Climate and Supervisory Trust on Salesperson's Job Attitudes land Intentions to Quit, Journal of Personal Selling and Sales Management, 26 (1), pp.19-26. Mustapha F, Naoum S. Factors influencing the effectiveness of construction site managers. International Journal of Project Management- 1998;16(1): 1-8. Nazirn. A, Shahid. J. A., & Muhammad. T., (2014). Transformational and Transactional Leadership as Predictors of Job Satisfaction, Commitment, Perceived Performance and Turnover Intention (Empirical Evidence fropl Malakand Division, Pakistan). Life Science Journal, 11(5), 48-53. Neal, A. & Griffin, M.A. 2000 safety climate anq safety behaviour Australian Journal of Management, Vol. 27, Special Issue 2002, © 'Jlhe Australian Graduate School of Management Nkado, R. and Meyer, T. (2001) 'Competencies of professional quantity surveyors: South African perspective', Construction Management and Economics, 19, 481-491 Northouse, P. G. (2013). Leadership: Theory and practice (4th ed.). California: Sage Publications, Inc. organizational deviance: Can the right job and a leader"s style make a difference? Journal of Business Research, 59, 1222-1230. Odusami, KT., Iyagba, R.R. and Omirin, M.M. (2003).1 The relationship between project leadership, team composition and construction project performance in Nigeria. International Journal of Project Management, 21(7): 519-527. Pastor, J. C. & Mayo, M. 2006. Transformation and transaction leadership: An examination of managerial cognition among Spanish upper echelons. Working papers Series no.WP06-13. Instituto de Empresa Publishing. Payne, D. A., &McMorris, F. (1967). Educational and Psychological Measurement (pp.419). Waltham, Mass., & Blaisdell Pub. Co. Rawlinson, S., Ho, T., Yun, P.K. (1993). Leadership Styles of Construction Managers in Hong Kong. Journal of Construction Management and Economics.Vol. p. 455- 565. Sekaran, U 2000, Research method for business: A skill building approach, John Wiley and Sons Sekaran, U. (2003). Research methods for business: A skill building approach (4th ed.). USA: John Wiley & Sons, Inc. Sekaran, U., &Bougie, R. (2010). Research methods for business: A skill building approach (5th ed.). Chichester, West Sussex: Jolyi Wiley & Sons, Inc. Simard, M. and Marchand, A .. 1994. Tile behavior of first-line supervisors in accident prevention and effectiveness in occupational safety. Safety Science, 17: 169-185. Styhre A, Josephson PE. Revisiting site manager work: stuck in the middle? Const Manage Econ. 2006;24(5):521-8. Truckenbrodt, Y. B. (2000, Summer). The relation[ship between leader - member exchange and commitment and organizational citizenship behavior. Acquisition Review Quarterly, 233-244. Turner, J.R. (2008) The Handbook Of Project - Based Management; Leading Strategic Change In Organization. New York. McGraw Hdls Van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management, 27(4), 1228-1261. Vroom, V.H. and Jago, A.G. (2007). The role of situation in leadership. American Psychologist, 62(1): 17-24. Weihrich, H., Cannice,M. and Koontz, H. (2008): Management -A Global and Entrepreneurial Perspective,12th ed, McGrawHill. Werner, A. (2001). Leadership. In P. S. Ne!, P. D. Gerber, P. S. Van Dyk, G. D. Haasbroek, H. B. Schultz, T. Sono, & A. Wymer (Eds.), Human Resources Management (5th ed.) (pp. 348-371). Cape Town: Oxford University Press. Wimmer, R. D., & Dominick, J. R. (2003). Mass media research: An introduction (7th ed.). Australia: Wadsworth. World Health Organisation, 2003. Definition of Health [Online]. Available at: http://www.who .int/about/definition/en/print.htmitAccessed 26 October 2015]. Yuki, G. (2010). Leadership in organizations (7th ed.). Upper Saddle River, New York: Prentice Hall. Yuki, G. A. (1994). Leadership in Organizations. New Jersey: Prentice-Hall.Yuki, G., (1981).Leadership in organizations. Englewood Cliffs, New Jersey: Prentice Hall. Zikmund, W. G., Babin, B. J., Carr, J. C., & Griffm, M. (2010). Business research methods (8th ed.). New York: South-Western Ceµgage Learning. Zohar, D, and Tenne-Gazit, 0 (2008) Transformational leadership and group interaction as climate antecedents: A social network analysi{ Journal of Applied Psychology, 93(4), 744-757. Zohar, D. A (2000) Group-level model of safety climate: Testing the effect of group climate on micro accidents in manufacturing jobs. J. Appl. Psycho I. 85, 587-596.

Similar Items