Role modeling of safety-leadership behaviors in the construction industry: A two-wave longitudinal study.
Pernilla Larsman, Amanda Ulfdotter Samuelsson, Christine Räisänen and 2 others
PMID 37742683WHAT IT FOUND
Construction site supervisors copied their managers' safety-focused leadership behaviors over four months.
Managers who gave clear feedback and rewards for safe work had supervisors who did the same. This influence worked both ways, with supervisors also shaping their managers' behavior.
Key findings
01Supervisors' self-reported safety-specific contingent reward behaviors were significantly influenced by their site managers' safety-specific contingent reward behaviors measured four months earlier.
02Site managers' generic contingent reward behaviors at time 1 significantly influenced supervisors' generic contingent reward behaviors at time 2.
03Supervisors' safety-specific contingent reward behaviors at time 1 significantly influenced their site managers' safety-specific contingent reward behaviors at time 2, indicating a bottom-up effect.
STILL TO COME
How it was doneWhat they found
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What it does not show
Small sample size (n=51), which reduces statistical power and may lead to biased results. All data came from supervisor self-reports, raising the risk of common-method variance inflating associations. The nested structure of the data (supervisors within site managers) could not be controlled for, potentially underestimating standard errors. The study did not measure actual workplace safety outcomes (e.g., injury rates), only leadership behaviors.
Declared interests
The authors declare no conflict of interest.
The easy way to misread this
Do not conclude that site manager role modeling reduces injuries or improves safety performance. The study only measured leadership behaviors via self-report, not actual safety outcomes or accident rates.