This article explores the relationship between leadership and safety-oriented 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.

Binci, D., Scafarto, F., Cerruti, C., Appolloni, A., Ozeren, E. (2017). Vertical and Shared Leadership in Large Safety-Oriented Organizations. An Empirical Analysis. In M.H. BILGIN, H. DANIS, E. DEMIR, U. CAN (a cura di), Regional Studies on Economic Growth, Financial Economics and Management (pp. 437-453). Cham : Springer International Publishing AG [10.1007/978-3-319-54112-9_28].

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

Binci, Daniele
;
Scafarto, Francesco;Cerruti, Corrado;Appolloni, Andrea
Membro del Collaboration Group
;
Ozeren, Emir
2017-01-01

Abstract

This article explores the relationship between leadership and safety-oriented 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.
2017
Settore SECS-P/08 - ECONOMIA E GESTIONE DELLE IMPRESE
English
Rilevanza internazionale
Capitolo o saggio
High-Reliability Organizations; Safety-Oriented Culture; Leadership; Transformational leader; Transactional leader
Binci, D., Scafarto, F., Cerruti, C., Appolloni, A., Ozeren, E. (2017). Vertical and Shared Leadership in Large Safety-Oriented Organizations. An Empirical Analysis. In M.H. BILGIN, H. DANIS, E. DEMIR, U. CAN (a cura di), Regional Studies on Economic Growth, Financial Economics and Management (pp. 437-453). Cham : Springer International Publishing AG [10.1007/978-3-319-54112-9_28].
Binci, D; Scafarto, F; Cerruti, C; Appolloni, A; Ozeren, E
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/2108/199741
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