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This study aims to identify the impact of ethical leadership on ethical voice by determining two paths covering relational identification and psychological safety. The first path focused on relational identification and psychological safety. Alternatively, the second path focused on organizational identification and psychological ownership leading to ethical voice. The specific objective of the study is to develop and test an integrated model of ethical leadership.

The objectives were achieved through the adoption of quantitative research techniques. Two hundred forty-eight samples were collected from the banking sector using quantitative research techniques, and data was gathered through a self-administrated questionnaire. Exploratory and confirmatory factor analyses were used through AMOS to generate the results and test hypotheses.

The results suggested a significant impact of ethical leadership on ethical voice, while the other paths’ results, such as relational identification, psychological safety, organizational identification and psychological ownership, suggested partial mediation. The study result adds new insights into ethical leadership and social exchange theory since it tested overlooked paths in the literature, such as relational identification and psychological safety.

The research highlights the significance of ethical voice as a desirable organizational behavior. Ethical voice contributes to a culture of accountability, transparency and ethical decision-making. Organizations should establish channels and platforms for employees to voice ethical concerns and suggestions. This may involve regular feedback sessions, anonymous reporting mechanisms and protection policies for whistleblowers. Leaders should actively encourage and value ethical voices as a valuable contribution to the ethical climate of the organization.

The study found that ethical leaders influence their followers in such a way that they adopt ethical behavior. It is also validated that organizational ethics are shared by employees who interact with ethical leaders. So, departments should train such leaders because ethical leadership positively affects followers’ attitudes and behaviors, and organizations should encourage ethical behavior in supervisors and subordinates. The study also found that relational and organizational identification helps employees develop psychological capabilities, which leads to reporting workplace misconduct. The current study tested these mechanisms collectively and found that ethical leadership significantly contributes to ethical voice.

The current study highlighted the role of ethical leaders in promoting ethical behavior, improving employee well-being and engagement, cultivating collaboration and inclusion, and making a contribution to the overall ethical climate within organizations and society as a whole. Organizations can have a positive impact on the social fabric by cultivating a culture of ethics, respect and social responsibility if they make these considerations their top priorities.

The current study is unique since it is intended to develop and test an integrated model of ethical leadership and ethical voice. This research combines an integrated model, focusing on employees’ identities and self-concepts and examining ethical voice as a behavioral outcome.

The ability to learn from previous events in support of preventing future similar events is a valuable attribute of aviation safety systems. A primary constituent of this mechanism is the reporting of incidents and its importance in support of developing learning material. Many regulatory requirements clearly define a structure for the use of learning material through organisational and procedural continuation training programmes. This paper aims to review aviation regulation and practice, highlighting the importance of learning as a key tenet of safety performance.

Applicable International Civil Aviation Organisation requirements and the European Union (EU) regulation in aircraft maintenance and continuing airworthiness management have been critically reviewed through content analysis.

This review has identified gaps in the European implementing rules that could be addressed in the future to support a more effective approach to the delivery of lessons in the aircraft maintenance and continuing airworthiness management sector. These include light-touch of learning and guidance requirements, lack of methodologies for the augmentation of safety culture assessment, absence of competence requirements for human factors trainers and lack of guidance on standardised root-cause analyses.

This paper offers aviation safety practitioners working within the European Aviation Safety Agency regulatory regime an insight into important matters affecting the ability to learn from incidents.

This paper evaluates critically and independently the regulation and practice that can affect the ability of EU regulated aircraft maintenance and continuing airworthiness management organisations to learn from incidents. The outputs from this research present a fresh and independent view of organisational practices that, if left unchecked, are capable of impeding the incident learning process.

Container terminal operation is one of the most risky industries. Many of the accidents that occurred were found to be caused by human errors. However, it seems relatively little research has been conducted to examine the influence of leader-member exchange (LMX) relationship on employee safety behavior. Therefore, the purpose of this study is to examine the effects of leader-member exchange and safety climate on employees’ safety organizational citizenship behaviors (SOCB) in the container terminal context based on the social exchange theory.

A structural equation modeling was used with confirmatory factor analysis, and survey data are collected from 265 employees in major container terminals in Taiwan.

Results indicated that LMX is positively associated with safety climate, whereas safety climate positively influences employees’ safety citizenship behavior. Specifically, results indicated that safety climate mediates the effect of LMX on employees’ SOCB.

This study was limited to LMX dimensions adapted from the studies of Li and Liao (2014) and Vidyarthiv et al. (2014). Future research could examine the linkages between LMX, ethical climate, safety performance and supervisor leadership influence. Furthermore, this research focused specifically on employees from the container terminal operators in Taiwan. It would be valuable to collect data from employees from other countries to obtain a balanced view of the relationship between LMX, team-member exchange (TMX), safety climate and employee SOCB in container terminal operations.

This research provides a useful implication for container terminal operators to enhance LMX qualities and employee safety behavior through organizational participation, employee-helping behaviors and informing workers to obey safety rule and regulation.

Given the prevalence of accidents and unsafe behavior in container terminal operations, this research sought to examine the relationships among LMX, safety climate and employee SOCB in the container terminal context. Theoretically, this study highlights the importance of LMX and safety climate in explaining the SOCB of employees.

The purpose of this study is to describe the implementation of a digital-based team coaching intervention aimed at improving team communication in the workplace through social network visualization. The study examined recipients’ perceptions of the intervention at two time points and assessed the temporal stability of various factors, including the intervention’s integrity, design, transferability, acceptance and the usability of the adopted visualization tool. The moderating role of digital usability was also evaluated.

Four team coaching sessions were delivered to 62 participants from seven teams across three departments within a large public health-care organization in Northern Italy. Perceptions of the intervention dimensions were collected after the second and fourth sessions.

Results indicated that, at both time points, recipients appreciated the intervention’s integrity and usability more than its design, transferability and acceptance. Furthermore, no significant changes in recipients’ perceptions were observed over time. The transferability of the intervention was significantly associated with its acceptance, but only when the usability of the digital tool was high.

The study enriches existing literature on digital interventions in group communication by focusing on process dimensions like recipients’ perceptions of various aspects and the implementation process. Furthermore, the study underscores the potential of integrating specific techniques such as sociomapping and coaching within health-care organizations, encouraging more research and development in these areas.

The study emphasizes the critical role of usability and integrity in digital-based team coaching interventions, suggesting that high-quality, user-friendly tools not only lead to initial effectiveness but also sustain positive impacts over time, while also increasing transferability and acceptance.

The present study uniquely deploys a longitudinal approach to examine recipients’ perceptions of a digital-based intervention that combines social network visualization and team coaching to enhance team communication.

Patient safety focuses on minimizing risks that might occur to patients during provision of healthcare. The purpose of this study was to explore healthcare practitioners’ attitudes towards patient safety inside different hospital settings in Jeddah, Kingdom of Saudi Arabia.

A descriptive, cross-sectional study was conducted on a sample of healthcare practitioners in main hospitals in Jeddah. Two main hospitals (one governmental and one private) were selected from each region of Jeddah (east, west, north and south), with a total number of eight out of thirty hospitals. Data were collected through the Attitudes to Patient Safety Questionnaire III that was distributed online. The questionnaire used a 5-point scale. Descriptive statistics were used. Comparisons were made by independent t-test and ANOVA. The statistical significance level was set at p < 0.05.

The study included 341 healthcare practitioners of different sexes and specialties in eight major governmental and private hospitals in Jeddah. “Working hours as error cause” subscale had the highest mean score (4.03 ± 0.89), while “Professional incompetence as error cause” had the lowest mean score (3.49 ± 0.97). The total questionnaire had a moderate average score (3.74 ± 0.63). Weak correlations between the average score of the questionnaire and sex, occupation and workplace were found (−0.119, −0.018 and −0.088, respectively).

Hospitals need to develop targeted interventions, including continuing professional development programs, to enhance patient safety culture and practices. Moreover, patient safety training is required at the undergraduate education level, which necessitates health professions education institutions to give more attention to patient safety education in their curricula.

The study contributed to the existing literature on patient safety culture in hospital settings in Jeddah, Saudi Arabia. The insights generated by the study can inform targeted interventions to enhance patient safety culture in hospitals and improve patient outcomes.