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

Daniele Binci (), Francesco Scafarto (), Corrado Cerruti (), Andrea Appolloni () and Emir Ozeren ()
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Daniele Binci: University of Macerata
Francesco Scafarto: University of Rome Tor Vergata
Corrado Cerruti: University of Rome Tor Vergata
Andrea Appolloni: University of Rome Tor Vergata
Emir Ozeren: Dokuz Eylul University

A chapter in Regional Studies on Economic Growth, Financial Economics and Management, 2017, pp 437-453 from Springer

Abstract: 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.

Keywords: High-Reliability Organizations; Safety-Oriented Culture; Leadership; Transformational leader; Transactional leader (search for similar items in EconPapers)
Date: 2017
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Persistent link: https://EconPapers.repec.org/RePEc:spr:eurchp:978-3-319-54112-9_28

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DOI: 10.1007/978-3-319-54112-9_28

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