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Interactive effects of leader justice and support for safety on safety performance

Benjamin R. Kaufman and (Department of Psychology, Old Dominion University, Norfolk, Virginia, USA)
Konstantin P. Cigularov (Department of Psychology, Old Dominion University, Norfolk, Virginia, USA)
Peter Chen (University of South Australia, Adelaide, Australia)
Krista Hoffmeister (Department of Psychology, Colorado State University, Fort Collins, Colorado, USA)
Alyssa M. Gibbons (Department of Psychology, Colorado State University, Fort Collins, Colorado, USA)
Stefanie K. Johnson (Department of Management & Entrepreneurship, University of Colorado at Boulder, Boulder, Colorado, USA)

Journal of Organizational Effectiveness: People and Performance

ISSN: 2051-6614

Article publication date: 2 September 2014

Abstract

Purpose

The purpose of this paper is to examine the main and interactive effects of general and safety-specific leader justice (SSLJ) (i.e. fair treatment) and leader support for safety (LSS) on safety performance.

Design/methodology/approach

Two independent samples of construction workers rate their leaders with regards to fair treatment and support for safety and report their own safety performance in a survey.

Findings

In both studies, LSS significantly moderated relationships of both general and SSLJ with safety performance. In Study 1, the strength of relationship between general leader justice and safety performance increases while LSS is increased. Similar pattern was found for the relationship between SSLJ and safety performance in Study 2.

Practical implications

Safety interventions targeting leadership should consider training for leader safety practices that are perceived as supportive and fair.

Originality/value

The research is unique in its examination of leader justice in a safety-specific context and its interactive effects with LSS on safety performance. The present research helps to extend the reach of organizational justice theory's nomological network to include safety.

Keywords

Acknowledgements

The study was supported by the Center for Construction Research and Training (CPWR) as part of a cooperative agreement with NIOSH (U60-OH009762). Its contents are solely the responsibility of the authors and do not necessarily represent the official views of NIOSH or CPWR.

Citation

R. Kaufman and, B., P. Cigularov, K., Chen, P., Hoffmeister, K., M. Gibbons, A. and K. Johnson, S. (2014), "Interactive effects of leader justice and support for safety on safety performance", Journal of Organizational Effectiveness: People and Performance, Vol. 1 No. 3, pp. 296-315. https://doi.org/10.1108/JOEPP-05-2014-0023

Publisher

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Emerald Group Publishing Limited

Copyright © 2014, Emerald Group Publishing Limited