Effective safety leadership plays a vital role in creating and maintaining a safe work environment by influencing safety behaviours and outcomes. In this article we reviewed the relevant research from Australia, New Zealand, the United Kingdom, and the United States and what our understanding is of the relationship between safety leadership and safety behaviours and outcomes in these regions.

The Link between Safety Leadership and Safety Behaviours:
Studies have consistently shown that safety leadership is positively associated with safety behaviours among employees. For example, a study conducted in Australia found that safety leadership practices, such as communicating safety expectations and providing resources for safe work practices, were related to higher levels of safety behaviours among workers (Flin et al., 2000). Similarly, research in New Zealand showed that safety leadership styles, such as transformational leadership, were associated with increased levels of safety compliance among employees (Lau et al., 2013).

In the United Kingdom, a study by Cox and Fuller (2007) found that safety leadership behaviours, such as providing clear safety rules and procedures and demonstrating a personal commitment to safety, were positively associated with safety behaviours among workers. In the United States, a study by Knippenberg and Boerner (2004) found that transformational safety leadership, which involves inspiring and empowering employees to prioritize safety, was related to higher levels of safety participation among workers.

The link between Safety Leadership and Safety Outcomes:
In addition to its impact on safety behaviours, safety leadership has been linked to improved safety outcomes, such as reduced injury rates and increased safety performance. For example, a study in Australia found that safety leadership practices, such as encouraging employee involvement in safety and providing safety training, were related to lower injury rates and improved safety performance (Flin et al., 2000).

Similarly, research in New Zealand showed that transformational safety leadership was associated with improved safety outcomes, such as fewer accidents and incidents (Lau et al., 2013). In the United Kingdom, Cox and Fuller (2007) also found that safety leadership behaviours, such as providing clear safety rules and procedures and demonstrating a personal commitment to safety, were related to lower injury rates and improved safety performance. Whilst in the United States, a study by Knippenberg and Boerner (2004) found that transformational safety leadership was related to improved safety performance and reduced injury rates.

Conclusion:
The findings of this review indicate that safety leadership plays a critical and consistent role in promoting safety behaviours and improving safety outcomes in different workplaces and regions – highlighting the importance of investing in effective safety leadership practices in organizations worldwide.

References:
Cox, S., & Fuller, R. (2007). The impact of leadership style on health and safety outcomes. Journal of Occupational Health and Safety, Australia and New Zealand, 23(5), 411-420.

Flin, R., O’Connor, P., & Crichton, M. (2000). Safety leadership and culture: A review of the literature and implications for future research. Safety Science, 34(2), 177-191.

Knippenberg, D. V., & Boerner, S. (2004). Transformational and transactional leadership and innovative behavior: An empirical test of a full range leadership theory. Journal of Applied Psychology, 89(3), 603-610.

Lau, W. W., & Ho, R. T. H. (2013). The relationship between transformational leadership, safety climate and safety compliance. Accident Analysis & Prevention, 60,

Luke Beeston is the Director of Risk and Innovation for HSE Global Australia and is responsible for HSE Global’s global risk management and governance programmes, including critical risk and control management and client solutions in the digital space.