Identifying the optimal safety leader: a person-centered approach

Abstract

Purpose The research aimed to uncover leader profiles based on combinations of transformational (TFL), transactional (TAL) and passive leadership (PAL) and to examine how such constellations affect safety. Leader adaptability was tested as an antecedent of leader profiles. Design/methodology/approach Using latent profile analysis, the effect of different leader profiles on workplace safety was investigated in two survey studies. Findings In total, four leader profiles emerged: “active,” “stable-moderate,” “passive-avoidant” and “inconsistent” leader. A stable-moderate leader profile was identified as the optimal leader profile for safety performance. Leader adaptability was identified as a predictor of leader profile membership. Practical implications Safety leadership development should focus on training managers in optimal combinations of leadership practices. Originality/value The research calls into question the existence of a transformational or transactional leader. The findings suggest that higher frequency of leadership practices is not always more beneficial for workplace safety.