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Leadership Approach in Occupational Safety: Taiwan Sample
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Procedia Computer Science 00 (2019) 000–000 Available online at www.sciencedirect.com Procedia Computer Science 00 (2019) 000–000
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Procedia Computer Science 158 (2019) 1052–1057
3rd World Conference on Technology, Innovation and Entrepreneurship (WOCTINE) 3rd World Conference on Technology, Innovation and Entrepreneurship (WOCTINE)
Leadership Approach in Occupational Safety: Taiwan Sample Leadership Approach in Occupational Safety: Taiwan Sample Çağdaş Çalış1,*, Banu Yeşim Büyükakıncı2 Çağdaş Çalış1,*, Banu Yeşim Büyükakıncı2
1 PhD Student, Institute of Natural and Applied sciences, Division of Occupational Health and Safety, Istanbul Aydin University, Istanbul, Turkey 2 Faculty Engineering, Textile Engineering, IstanbulHealth Aydin and University, Istanbul,Aydin Turkey PhD Student, Institute of Natural andofApplied sciences, Division of Occupational Safety, Istanbul University, Istanbul, Turkey 2 Faculty of Engineering, Textile Engineering, Istanbul Aydin University, Istanbul, Turkey
1
Abstract Abstract Having an occupational health and safety management system does not completely guarantee the establishment of a safe working Having an occupational healthofand safety management does not completely guarantee the there establishment a safe workingin environment and reduction occupational accidents.system In addition to the management system, is a needoffor leadership environment reduction of occupational accidents. addition the management system, there a need for activities. leadershipThe in occupationaland safety to carry out the operations and In ensure the to continuity of occupational healthisand safety occupational safetyoftooccupational carry out the operations ensure the continuity of occupational safety activities. The conceptualization safety leadershipand plays an important role in the explanation ashealth to howand to implement occupational conceptualization occupationalsystem safety leadership plays an importantsafety role inperformance. the explanation how to implement occupational health and safetyofmanagement and improve organizational In as thistoregard, contemporary leadership health andintroduced safety management system These and improve safety performance. regard, contemporary leadership theories three approaches. theoriesorganizational that contributed to the developmentInofthis occupational safety leadership are as theories three approaches. These theories that contributed to the development occupational safety leadership are as follows:introduced "Transformational Leadership Theory", "Transactional Leadership Theory" and of "Delegative Leadership Style" (Laissezfollows: "Transformational Leadership Theory",Questionnaire "Transactional Leadership Theory" and "Delegative Faire). In addition, the Multifactor Leadership (MLQ) was formed to define leadershipLeadership behaviors. Style" (LaissezFaire). In addition, the Multifactor Leadership Questionnaire (MLQ) was formed to define leadership behaviors. In this study, Theory of occupational safety leadership developed in the Laboratory of Taiwan University was evaluated, the Indistinctive this study, Theory of occupational leadership developed in the Laboratory of Taiwan University evaluated, characteristics of the theorysafety were determined, and the applicability of such characteristics in Turkeywas were examinedthe by distinctive of the theory were determined, and the applicability such characteristics Turkey were examined by conductingcharacteristics a literature review. The applicability of occupational leadership of theory in Turkey was innegotiated by evaluating the conducting outcomes. a literature review. The applicability of occupational leadership theory in Turkey was negotiated by evaluating the outcomes. © 2019 The Author(s). Published by Elsevier B.V. © 2019 2019 The Published B.V. © The Authors. Author(s). PublishedbybyElsevier B.V. committee of the 3rd World Conference on Technology, Innovation and Peer-review under responsibility ofElsevier the scientific Peer-review under responsibility of the scientific committee of the 3rd World Conference on Technology, Innovation and Peer-review under responsibility of the scientific committee of the 3rd World Conference on Technology, Innovation and Entrepreneurship Entrepreneurship Entrepreneurship Keywords: Occupational Safety; Leadership; Turkey; Keywords: Occupational Safety; Leadership; Turkey;
1. Introduction 1. Introduction 1.1. The Concept of Occupational Safety 1.1. The Concept of Occupational Safety While the term "security" has been in use for a long time, "occupational safety" is a recent term which has been While the term "security" has been useindustrialization. for a long time, "occupational safety" is refers a recent hasa been introduced to the agenda and used in with In a broad sense, safety "a term legalwhich order in society in introduced to the agenda and used with industrialization. In a broad sense, safety refers "a legal order in a society in * Corresponding author. E-mail address: [email protected] * Corresponding author. E-mail address: [email protected] 1877-0509 © 2019 The Author(s). Published by Elsevier B.V. 1877-0509 © under 2019 The Author(s). by committee Elsevier B.V. Peer-review responsibility ofPublished the scientific of the 3rd World Conference on Technology, Innovation and Entrepreneurship Peer-review under responsibility of the scientific committee of the 3rd World Conference on Technology, Innovation and Entrepreneurship
1877-0509 © 2019 The Authors. Published by Elsevier B.V. Peer-review under responsibility of the scientific committee of the 3rd World Conference on Technology, Innovation and Entrepreneurship 10.1016/j.procs.2019.09.146
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which people can live without any fear”. Occupational Safety is related to the employee who is doing the job by nature and it expresses the protection of the employee's safety at work against the dangers arising from the work they do [1]. 1.2. The Concept of Leadership As people are socially living creatures in groups, they also need people who will lead these groups according to their goals [2]. The person who uses his influence, ability and knowledge to guide groups in achieving these goals is defined as leader [3]. For Pater, R. (2001), leadership is both the science and the art of creating a positive change by working with others [4]. 1.3. The Concept of Occupational Safety Leadership Occupational safety leadership is a sub-system of organizational leadership and its quality has an important contribution on the organizational leadership [5]. Wu et al. (2007) defines occupational safety leadership as follows: “the process of interaction between leaders and followers, through which leaders could exert their influence on followers to achieve organizational safety goals under the circumstances of organizational and individual factors” [6]. Although there are many leadership approaches, the table below shows only the approaches and dimensions of occupational safety leadership. Table 1. Safety Leadership Theories Specific Name Effective Safety Leadership Safety Culture Leadership Inventory (SCLI)
10 Leadership Qualities for a Total Safety Culture
-
Safety Leadership Scale (SLS)
Dimensions 1. Caring 2. Controlling 1. To make the case for change 2. To create a shared vision 3. To build trust and open communication 4. To develop capabilities 5. To monitor progress 6. To recognize accomplishments 1. Leaders focus on process 2. Leaders educate 3. Leaders use conditional statements 4. Leaders Listen First 5. Leaders Promote Ownership 6. Leaders Encourage Choice 7. Leaders Set Expectations 8. Leaders are Confident but Uncertain 9. Leaders Look Beyond the Numbers 10. Leaders Make More Distinctions 1. Visibility 2. Relationships 3. Workforce involvement 4. Proactive management 1. Safety Coaching 2. Safety Caring 3. Safety Controlling
Developed by Cooper (1998) Carrillo&Simon (1999)
Geller (2000)
O’Dea & Flin (2001)
Wu (2005)
The three main leadership styles developed by Bass (1985), which are associated with the occupational safety leadership approach in recent years include: Transformational Leadership Theory", "Transactional Leadership Theory" and "Delegative Leadership Style" (Laissez-Faire). Transformational leadership can reveal the safety performance or behaviour because it encourages employees by doing everything possible to achieve the safety goal [7] [8]. Transactional leaders support the achievement of the goal by clarifying the relationships between security performance requirements and organizational culture to achieve the desired results for the settlement of changes [9]. Table 2. Bass’s Leadership Style [7]. Leadership Style Transformational
Dimensions 1. Idealized Influence 2. Inspirational Motivation
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3. Intellectual Stimulation 4. Individualized Consideration 1. Contingent reward 2. Management-by-exception
Transactional
1.4. Occupational Health and Safety Management System The Occupational Health and Safety Management System is a system that involves the implementation, supervision and control of everyone from the lowest to the highest position for the creation of a healthy and safe environment for the employees [10]. According to ILO Occupational Health and Safety Management System is “A set of interrelated or interacting elements to establish OSH policy and objectives, and to achieve those objectives.” [11] 2. Leadership Scale (Safety Leadership Scale-SLS) Specific to Occupational Safety Leadership Evaluation surveys have emerged from studies in the West and reflect Western values. Wu, T.-C. (2005) developed, with a non-Western approach, a relevant scale in the context of universities in Taiwan [5]. SLS (Safety Leadership Scale) was adapted from the leadership behavior scale developed by Kang, Su, Jang, and Sheu (2001) and developed by Wu, T.-C. (2005) [6]. Table 3. The leadership scale developed by Kang, Su, Jang & Sheu is matching Bass leadership styles with the dimensions of SLS [5] [12]. Leadership Style of Bass
Dimensions of Kang et al
Dimensions of SLS
Definiton
Monarch (Jiun)
Safety Controlling
The leader sets the rules and standards of conduct to be followed as a guide for the organization. Considering business performance and using her/his power and skills, leader rewards well-performing employees and warns poorperforming staff.
Parent (Chin)
Safety Caring
The leader acts as a parent, creates a family atmosphere, behaves and cares her/his employees like her/his own children. The leader should respect, trust and meet the needs of employees and understand the challenges they may face. In this respect, the leader guides the behaviors of employess by acting as a parent.
Mentor (Shy)
Safety Coaching
As a mentor and a role model the leader should guide. She/He should awaken employees' abilities, share their views and involve them in decision-making processes.
Transactional Leadership
Transformational Leadership
SLS has three dimensions; safety coaching, safety caring, and safety controlling. Each dimension consists of 3 domains and there are 5 variables in each area, the total of which makes 45 variables. Table 4. SLS dimensions and domains. Dimensions
Domains
Number of Variables
Safety coaching
Role model Intelligence inspiration Sharing and participation
5 5 5
Safety caring
Harmony value Respect and trust Caring and understanding
5 5 5
4
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Safety controlling
Power utilization Regulations establishment Techniques manipulation
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5 5 5
3. Samples Implementation of Safety Leadership Scale (SLS) A research was conducted with 322 employees at 2 universities in the center of Taiwan to test the accuracy and reliability of SLS. In this research, the safety leadership of the rectors at these two Taiwan universities was assessed. In this research, Wu has shown that SLS is a good assessment method that can be used to predict safety leadership at universities' laboratories and other units. [5]. At 4 universities in the center of Taiwan, a research has been carried out to assess the influence of security leadership on security climate and safety performance. Surveys on occupational safety leadership, safety climate and safety performance scales were conducted to the 465 individuals. In this research, where SLS is used, occupational safety climate is shown to be mediating the relationship between occupational safety leadership and occupational safety performance. [6]. A research was conducted on the perceived occupational safety leadership at the electrical and electronics engineering laboratories of 147 universities in Taiwan. In this research, the managers (lecturers, assistant professors, associate professors and professors) at the universities with occupational safety committee have been shown to have a sense of safety leadership [12]. Among the 23 employees working in seven different departments of a petrochemical company in the center of Taiwan, a survey was conducted to assess the relationship between occupational safety leadership where SLS is used, occupational safety climate and occupational safety performance. The study shows that work safety climate mediates the relationship between occupational safety leadership and occupational safety performance. In addition, occupational safety leadership has a positive effect on occupational safety climate and occupational safety performance [13]. In a research conducted in the manufacturing sectors in Malaysia, it has been revealed that the dimensions suggested by SLS play an important role in determining safety caring, safety coaching, safety controlling and the level of work safety. In addition, the manufacturing employees' perception of occupational safety leadership has an effect on whether they perform their work in a safe or unsafe manner. [14]. 4. Conclusion and Suggestion Occupational safety leadership is influenced by the leadership approach of the organization. However, the quality of occupational safety leadership has an impact on the leadership of the organization. It is observed in researches that organizations' achievement of occupational safety performance is dependent upon the level of organizational culture related to occupational safety and the occupational safety leadership perception that creates and maintains that culture. The occupational safety climate triggers the relationship between occupational safety leadership and performance, and occupational safety leadership has an impact on both the occupational safety climate and occupational safety performance. SLS with its unique dimensions seems to be a good tool in the assessment of the perception and approach of occupational safety leadership. With good results have been achieved at the university laboratories and the departments where SLS is applied, SLS has led the studies in the manufacturing sector and in petrochemicals.
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Implementation of solely the normative approach in occupational safety is not sufficient for the reduction of occupational accidents in Turkey. When the concept of leadership is viewed as guiding groups in achieving the common goals, occupational safety leadership has a key role in achieving the goal of minimizing accidents in Turkey. In this context, SLS, with its structure involving occupational safety as well, and the occupational safety leadership perception assessments to be carried out particularly in construction, mining and manufacturing industries in Turkey will show the level of leadership with respect to the goal of the reducing of accidents in Turkey. Appendix. Variables of the Safety Leadership Scale (SLS) Variables 1. He/She can handle safety business honestly. 2. He/She can obey the working rules regarding safety and health and be an exemplar at the same time. 3. He/she will take the responsibility of any accident or disaster without shirking his/her responsibility. 4. He/she will stick to his/her principles when dealing with safety business. 5. He/she deals with safety business with flexibility under different circumstances. 6. He/she would help the employees to recognize the importance of safety. 7. He/she would encourage the employees to attend safety activities to learn knowledge regarding safety. 8. He/she would not reject to learn new knowledge of safety and would set up a climate of learning for the employees. 9. He/she could explain the notion of safety clearly and make you learn a lot from him/her. 10. He/she encourages the employees to investigate the causes resulting in accidents. 11. He/she shares the notion of safety with the employees to encourage their cooperation. 12. He/she authorizes different units to have their own decision about safety business. 13. He/she would discuss important safety matters with the employees before making decisions. 14. He/she would picture a good working environment for you to achieve as a whole. 15. He/she would illustrate what a safety paradigm is and encourage the employees to learn. 16. He/she would treat employees kindly when dealing with safety business. 17. He/she would help set up harmonious ambience to facilitate the friendship among the employees. 18. He/she would try to solve the conflicts between the employees. 19. He/she can reasonably deal with the allocation of safety resources. 20. He/she would try to maintain the harmony between different departments when dealing with safety business. 21. He/she would not censure the employees publicly for their unsafe behaviors. 22. He/she would accept any criticism from the employees regarding safety business. 23. He/she would trust the employees and would not doubt their ability of dealing with safety business. 24. He/she is confident of the employees’ ability of accomplishing safety goals. 25. He/she would censure the employees publicly for their unsafe behaviors. 26. He/she would show concern of the employees’ everyday life. 27. He/she would try to satisfy the employees’ needs of safety. 28. He/she believes accidents or disasters result from unsafe working environment. 29. He/she would give the employees another chance to rectify when they disobey the safety rules. 30. He/she would show his/her appreciation when the employees accomplish their safety business. 31. He/she would require the employees to accomplish safety goals with a firm attitude. 32. He/she would reward those departments with good performance of safety business. 33. He/she would punish those departments with poor performance of safety business. 34. He/she would request every employee to be responsible for his/her own working safety. 35. He/she would request the employees to accomplish their safety missions duly. 36. He/she supports the regulation of labors’ safety and health management should be established. 37. He/she would request every employee to obey the working rules regarding safety and health. 38. He/she would fairly deal with safety business.
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39. He/she would ask the employees to execute the regulations of labors’ safety and health management in a strict manner. 40. He/she would amend the regulations of labors’ safety and health management timely. 41. He/she would request safety and health manager to concentrate his attention on safety business. 42. He/she would ask the department of safety and health management to set up safety and health work plans. 43. He/she would require the employees to improve safety defects continuously. 44. He/she would evaluate the safety performance of the employees regularly. 45. He/she would promote those who perform good practice of safety. References [1] Ö. Çiçek and M. Öçal (2016) “The Historical Development of Occupational Health and Safety In The World And In Turkey”, HAK-İŞ Uluslararası Emek ve Toplum Dergisi, 5(11): 109. [2] E. Eren (2010) “Örgütsel Davranış ve Yönetim Psikolojisi”, Beta Yayıncılık, 12th Edition: 435. [3] R.E. Riggio (2014) “Introduction to Industrial/Organizational Psychology”, Nobel Akademik Yayıncılık, 6th Edition: 341. [4] R. Pater (2001) “Leadership skills for 21st century”, In Proceedings of 2001, ASSE professional development conference and exposition (CDROM) Anaheim, CA, Session 631: 1-10. [5] T.-C. Wu (2005) “The validity and reliability of safety leadership scale in universities of Taiwan”, International Journal of Technology and Engineering Education 2(1): 27-42. [6] T.-C. Wu, C.H. Chen, C.C. Li (2007) “A correlation among safety leadership, safety climate and safety performance”, Journal of Loss Prevention in the Process Industries 6(3): 261-272. [7] C. Wu, F. Wang, P.X.W. Zou, D. Fang (2016) “How safety leadership works among owners, contractors and subcontractors in construction projects”, International Journal of Project Management 34: 789-805. [8] N.C. Skeepers, C. Mbohwa (2015) “A study on the leadership behaviour, safety leadership and safety performance in the construction industry in South Africa”, Procedia Manufacturing 4: 10-16. [9] B.F. Muñiz, J.M.M. Peón, C.J.V. Ordás (2014) “Safety leadership, risk management and safety performance in Spanish firms”, Safety Science, 70: 295-307. [10] S. Şahin, (2010) “The Role and Importance of Human Resources Within the Context of Occupational Health and Safety” Sakarya Universitety, Social Science Institutes, Master’s Thesis, 24. [11] International Labour Office (2001) “Guidelines on Occupational Safety and Health Management Systems”, MEOSH/2001/2(Rev.). International Labour Office, Geneva. [12] T.-C. Wu (2008) “Safety leadership in the teaching laboratories of electrical and electronic engineering departments at Taiwanese Universities”, Journal of Safety Research 39: 599-607. [13] T.-C. Wu, S.-H Chang, C.-M She, C.-T. Chen, C.-P. Wang (2011) “Safety leadership and safety performance in petrochemical industries: The mediating role of safety climate”, Journal of Loss Prevention in the Process Industries 24: 716-721. [14] J.C. Lun, A.R.A. Wahab (2017) “The Effects of Safety Leadership on Safety Performance in Malaysia”, Saudi Journal of Business and Management Studies 2(1): 12-18.
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Procedia Computer Science 158 (2019) 1052–1057
3rd World Conference on Technology, Innovation and Entrepreneurship (WOCTINE) 3rd World Conference on Technology, Innovation and Entrepreneurship (WOCTINE)
Leadership Approach in Occupational Safety: Taiwan Sample Leadership Approach in Occupational Safety: Taiwan Sample Çağdaş Çalış1,*, Banu Yeşim Büyükakıncı2 Çağdaş Çalış1,*, Banu Yeşim Büyükakıncı2
1 PhD Student, Institute of Natural and Applied sciences, Division of Occupational Health and Safety, Istanbul Aydin University, Istanbul, Turkey 2 Faculty Engineering, Textile Engineering, IstanbulHealth Aydin and University, Istanbul,Aydin Turkey PhD Student, Institute of Natural andofApplied sciences, Division of Occupational Safety, Istanbul University, Istanbul, Turkey 2 Faculty of Engineering, Textile Engineering, Istanbul Aydin University, Istanbul, Turkey
1
Abstract Abstract Having an occupational health and safety management system does not completely guarantee the establishment of a safe working Having an occupational healthofand safety management does not completely guarantee the there establishment a safe workingin environment and reduction occupational accidents.system In addition to the management system, is a needoffor leadership environment reduction of occupational accidents. addition the management system, there a need for activities. leadershipThe in occupationaland safety to carry out the operations and In ensure the to continuity of occupational healthisand safety occupational safetyoftooccupational carry out the operations ensure the continuity of occupational safety activities. The conceptualization safety leadershipand plays an important role in the explanation ashealth to howand to implement occupational conceptualization occupationalsystem safety leadership plays an importantsafety role inperformance. the explanation how to implement occupational health and safetyofmanagement and improve organizational In as thistoregard, contemporary leadership health andintroduced safety management system These and improve safety performance. regard, contemporary leadership theories three approaches. theoriesorganizational that contributed to the developmentInofthis occupational safety leadership are as theories three approaches. These theories that contributed to the development occupational safety leadership are as follows:introduced "Transformational Leadership Theory", "Transactional Leadership Theory" and of "Delegative Leadership Style" (Laissezfollows: "Transformational Leadership Theory",Questionnaire "Transactional Leadership Theory" and "Delegative Faire). In addition, the Multifactor Leadership (MLQ) was formed to define leadershipLeadership behaviors. Style" (LaissezFaire). In addition, the Multifactor Leadership Questionnaire (MLQ) was formed to define leadership behaviors. In this study, Theory of occupational safety leadership developed in the Laboratory of Taiwan University was evaluated, the Indistinctive this study, Theory of occupational leadership developed in the Laboratory of Taiwan University evaluated, characteristics of the theorysafety were determined, and the applicability of such characteristics in Turkeywas were examinedthe by distinctive of the theory were determined, and the applicability such characteristics Turkey were examined by conductingcharacteristics a literature review. The applicability of occupational leadership of theory in Turkey was innegotiated by evaluating the conducting outcomes. a literature review. The applicability of occupational leadership theory in Turkey was negotiated by evaluating the outcomes. © 2019 The Author(s). Published by Elsevier B.V. © 2019 2019 The Published B.V. © The Authors. Author(s). PublishedbybyElsevier B.V. committee of the 3rd World Conference on Technology, Innovation and Peer-review under responsibility ofElsevier the scientific Peer-review under responsibility of the scientific committee of the 3rd World Conference on Technology, Innovation and Peer-review under responsibility of the scientific committee of the 3rd World Conference on Technology, Innovation and Entrepreneurship Entrepreneurship Entrepreneurship Keywords: Occupational Safety; Leadership; Turkey; Keywords: Occupational Safety; Leadership; Turkey;
1. Introduction 1. Introduction 1.1. The Concept of Occupational Safety 1.1. The Concept of Occupational Safety While the term "security" has been in use for a long time, "occupational safety" is a recent term which has been While the term "security" has been useindustrialization. for a long time, "occupational safety" is refers a recent hasa been introduced to the agenda and used in with In a broad sense, safety "a term legalwhich order in society in introduced to the agenda and used with industrialization. In a broad sense, safety refers "a legal order in a society in * Corresponding author. E-mail address: [email protected] * Corresponding author. E-mail address: [email protected] 1877-0509 © 2019 The Author(s). Published by Elsevier B.V. 1877-0509 © under 2019 The Author(s). by committee Elsevier B.V. Peer-review responsibility ofPublished the scientific of the 3rd World Conference on Technology, Innovation and Entrepreneurship Peer-review under responsibility of the scientific committee of the 3rd World Conference on Technology, Innovation and Entrepreneurship
1877-0509 © 2019 The Authors. Published by Elsevier B.V. Peer-review under responsibility of the scientific committee of the 3rd World Conference on Technology, Innovation and Entrepreneurship 10.1016/j.procs.2019.09.146
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which people can live without any fear”. Occupational Safety is related to the employee who is doing the job by nature and it expresses the protection of the employee's safety at work against the dangers arising from the work they do [1]. 1.2. The Concept of Leadership As people are socially living creatures in groups, they also need people who will lead these groups according to their goals [2]. The person who uses his influence, ability and knowledge to guide groups in achieving these goals is defined as leader [3]. For Pater, R. (2001), leadership is both the science and the art of creating a positive change by working with others [4]. 1.3. The Concept of Occupational Safety Leadership Occupational safety leadership is a sub-system of organizational leadership and its quality has an important contribution on the organizational leadership [5]. Wu et al. (2007) defines occupational safety leadership as follows: “the process of interaction between leaders and followers, through which leaders could exert their influence on followers to achieve organizational safety goals under the circumstances of organizational and individual factors” [6]. Although there are many leadership approaches, the table below shows only the approaches and dimensions of occupational safety leadership. Table 1. Safety Leadership Theories Specific Name Effective Safety Leadership Safety Culture Leadership Inventory (SCLI)
10 Leadership Qualities for a Total Safety Culture
-
Safety Leadership Scale (SLS)
Dimensions 1. Caring 2. Controlling 1. To make the case for change 2. To create a shared vision 3. To build trust and open communication 4. To develop capabilities 5. To monitor progress 6. To recognize accomplishments 1. Leaders focus on process 2. Leaders educate 3. Leaders use conditional statements 4. Leaders Listen First 5. Leaders Promote Ownership 6. Leaders Encourage Choice 7. Leaders Set Expectations 8. Leaders are Confident but Uncertain 9. Leaders Look Beyond the Numbers 10. Leaders Make More Distinctions 1. Visibility 2. Relationships 3. Workforce involvement 4. Proactive management 1. Safety Coaching 2. Safety Caring 3. Safety Controlling
Developed by Cooper (1998) Carrillo&Simon (1999)
Geller (2000)
O’Dea & Flin (2001)
Wu (2005)
The three main leadership styles developed by Bass (1985), which are associated with the occupational safety leadership approach in recent years include: Transformational Leadership Theory", "Transactional Leadership Theory" and "Delegative Leadership Style" (Laissez-Faire). Transformational leadership can reveal the safety performance or behaviour because it encourages employees by doing everything possible to achieve the safety goal [7] [8]. Transactional leaders support the achievement of the goal by clarifying the relationships between security performance requirements and organizational culture to achieve the desired results for the settlement of changes [9]. Table 2. Bass’s Leadership Style [7]. Leadership Style Transformational
Dimensions 1. Idealized Influence 2. Inspirational Motivation
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3
3. Intellectual Stimulation 4. Individualized Consideration 1. Contingent reward 2. Management-by-exception
Transactional
1.4. Occupational Health and Safety Management System The Occupational Health and Safety Management System is a system that involves the implementation, supervision and control of everyone from the lowest to the highest position for the creation of a healthy and safe environment for the employees [10]. According to ILO Occupational Health and Safety Management System is “A set of interrelated or interacting elements to establish OSH policy and objectives, and to achieve those objectives.” [11] 2. Leadership Scale (Safety Leadership Scale-SLS) Specific to Occupational Safety Leadership Evaluation surveys have emerged from studies in the West and reflect Western values. Wu, T.-C. (2005) developed, with a non-Western approach, a relevant scale in the context of universities in Taiwan [5]. SLS (Safety Leadership Scale) was adapted from the leadership behavior scale developed by Kang, Su, Jang, and Sheu (2001) and developed by Wu, T.-C. (2005) [6]. Table 3. The leadership scale developed by Kang, Su, Jang & Sheu is matching Bass leadership styles with the dimensions of SLS [5] [12]. Leadership Style of Bass
Dimensions of Kang et al
Dimensions of SLS
Definiton
Monarch (Jiun)
Safety Controlling
The leader sets the rules and standards of conduct to be followed as a guide for the organization. Considering business performance and using her/his power and skills, leader rewards well-performing employees and warns poorperforming staff.
Parent (Chin)
Safety Caring
The leader acts as a parent, creates a family atmosphere, behaves and cares her/his employees like her/his own children. The leader should respect, trust and meet the needs of employees and understand the challenges they may face. In this respect, the leader guides the behaviors of employess by acting as a parent.
Mentor (Shy)
Safety Coaching
As a mentor and a role model the leader should guide. She/He should awaken employees' abilities, share their views and involve them in decision-making processes.
Transactional Leadership
Transformational Leadership
SLS has three dimensions; safety coaching, safety caring, and safety controlling. Each dimension consists of 3 domains and there are 5 variables in each area, the total of which makes 45 variables. Table 4. SLS dimensions and domains. Dimensions
Domains
Number of Variables
Safety coaching
Role model Intelligence inspiration Sharing and participation
5 5 5
Safety caring
Harmony value Respect and trust Caring and understanding
5 5 5
4
Çağdaş Çalış et al. / Procedia Computer Science 158 (2019) 1052–1057 Çalış & Büyükakıncı/ Procedia Computer Science 00 (2019) 000–000
Safety controlling
Power utilization Regulations establishment Techniques manipulation
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5 5 5
3. Samples Implementation of Safety Leadership Scale (SLS) A research was conducted with 322 employees at 2 universities in the center of Taiwan to test the accuracy and reliability of SLS. In this research, the safety leadership of the rectors at these two Taiwan universities was assessed. In this research, Wu has shown that SLS is a good assessment method that can be used to predict safety leadership at universities' laboratories and other units. [5]. At 4 universities in the center of Taiwan, a research has been carried out to assess the influence of security leadership on security climate and safety performance. Surveys on occupational safety leadership, safety climate and safety performance scales were conducted to the 465 individuals. In this research, where SLS is used, occupational safety climate is shown to be mediating the relationship between occupational safety leadership and occupational safety performance. [6]. A research was conducted on the perceived occupational safety leadership at the electrical and electronics engineering laboratories of 147 universities in Taiwan. In this research, the managers (lecturers, assistant professors, associate professors and professors) at the universities with occupational safety committee have been shown to have a sense of safety leadership [12]. Among the 23 employees working in seven different departments of a petrochemical company in the center of Taiwan, a survey was conducted to assess the relationship between occupational safety leadership where SLS is used, occupational safety climate and occupational safety performance. The study shows that work safety climate mediates the relationship between occupational safety leadership and occupational safety performance. In addition, occupational safety leadership has a positive effect on occupational safety climate and occupational safety performance [13]. In a research conducted in the manufacturing sectors in Malaysia, it has been revealed that the dimensions suggested by SLS play an important role in determining safety caring, safety coaching, safety controlling and the level of work safety. In addition, the manufacturing employees' perception of occupational safety leadership has an effect on whether they perform their work in a safe or unsafe manner. [14]. 4. Conclusion and Suggestion Occupational safety leadership is influenced by the leadership approach of the organization. However, the quality of occupational safety leadership has an impact on the leadership of the organization. It is observed in researches that organizations' achievement of occupational safety performance is dependent upon the level of organizational culture related to occupational safety and the occupational safety leadership perception that creates and maintains that culture. The occupational safety climate triggers the relationship between occupational safety leadership and performance, and occupational safety leadership has an impact on both the occupational safety climate and occupational safety performance. SLS with its unique dimensions seems to be a good tool in the assessment of the perception and approach of occupational safety leadership. With good results have been achieved at the university laboratories and the departments where SLS is applied, SLS has led the studies in the manufacturing sector and in petrochemicals.
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Implementation of solely the normative approach in occupational safety is not sufficient for the reduction of occupational accidents in Turkey. When the concept of leadership is viewed as guiding groups in achieving the common goals, occupational safety leadership has a key role in achieving the goal of minimizing accidents in Turkey. In this context, SLS, with its structure involving occupational safety as well, and the occupational safety leadership perception assessments to be carried out particularly in construction, mining and manufacturing industries in Turkey will show the level of leadership with respect to the goal of the reducing of accidents in Turkey. Appendix. Variables of the Safety Leadership Scale (SLS) Variables 1. He/She can handle safety business honestly. 2. He/She can obey the working rules regarding safety and health and be an exemplar at the same time. 3. He/she will take the responsibility of any accident or disaster without shirking his/her responsibility. 4. He/she will stick to his/her principles when dealing with safety business. 5. He/she deals with safety business with flexibility under different circumstances. 6. He/she would help the employees to recognize the importance of safety. 7. He/she would encourage the employees to attend safety activities to learn knowledge regarding safety. 8. He/she would not reject to learn new knowledge of safety and would set up a climate of learning for the employees. 9. He/she could explain the notion of safety clearly and make you learn a lot from him/her. 10. He/she encourages the employees to investigate the causes resulting in accidents. 11. He/she shares the notion of safety with the employees to encourage their cooperation. 12. He/she authorizes different units to have their own decision about safety business. 13. He/she would discuss important safety matters with the employees before making decisions. 14. He/she would picture a good working environment for you to achieve as a whole. 15. He/she would illustrate what a safety paradigm is and encourage the employees to learn. 16. He/she would treat employees kindly when dealing with safety business. 17. He/she would help set up harmonious ambience to facilitate the friendship among the employees. 18. He/she would try to solve the conflicts between the employees. 19. He/she can reasonably deal with the allocation of safety resources. 20. He/she would try to maintain the harmony between different departments when dealing with safety business. 21. He/she would not censure the employees publicly for their unsafe behaviors. 22. He/she would accept any criticism from the employees regarding safety business. 23. He/she would trust the employees and would not doubt their ability of dealing with safety business. 24. He/she is confident of the employees’ ability of accomplishing safety goals. 25. He/she would censure the employees publicly for their unsafe behaviors. 26. He/she would show concern of the employees’ everyday life. 27. He/she would try to satisfy the employees’ needs of safety. 28. He/she believes accidents or disasters result from unsafe working environment. 29. He/she would give the employees another chance to rectify when they disobey the safety rules. 30. He/she would show his/her appreciation when the employees accomplish their safety business. 31. He/she would require the employees to accomplish safety goals with a firm attitude. 32. He/she would reward those departments with good performance of safety business. 33. He/she would punish those departments with poor performance of safety business. 34. He/she would request every employee to be responsible for his/her own working safety. 35. He/she would request the employees to accomplish their safety missions duly. 36. He/she supports the regulation of labors’ safety and health management should be established. 37. He/she would request every employee to obey the working rules regarding safety and health. 38. He/she would fairly deal with safety business.
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39. He/she would ask the employees to execute the regulations of labors’ safety and health management in a strict manner. 40. He/she would amend the regulations of labors’ safety and health management timely. 41. He/she would request safety and health manager to concentrate his attention on safety business. 42. He/she would ask the department of safety and health management to set up safety and health work plans. 43. He/she would require the employees to improve safety defects continuously. 44. He/she would evaluate the safety performance of the employees regularly. 45. He/she would promote those who perform good practice of safety. References [1] Ö. Çiçek and M. Öçal (2016) “The Historical Development of Occupational Health and Safety In The World And In Turkey”, HAK-İŞ Uluslararası Emek ve Toplum Dergisi, 5(11): 109. [2] E. Eren (2010) “Örgütsel Davranış ve Yönetim Psikolojisi”, Beta Yayıncılık, 12th Edition: 435. [3] R.E. Riggio (2014) “Introduction to Industrial/Organizational Psychology”, Nobel Akademik Yayıncılık, 6th Edition: 341. [4] R. Pater (2001) “Leadership skills for 21st century”, In Proceedings of 2001, ASSE professional development conference and exposition (CDROM) Anaheim, CA, Session 631: 1-10. [5] T.-C. Wu (2005) “The validity and reliability of safety leadership scale in universities of Taiwan”, International Journal of Technology and Engineering Education 2(1): 27-42. [6] T.-C. Wu, C.H. Chen, C.C. Li (2007) “A correlation among safety leadership, safety climate and safety performance”, Journal of Loss Prevention in the Process Industries 6(3): 261-272. [7] C. Wu, F. Wang, P.X.W. Zou, D. Fang (2016) “How safety leadership works among owners, contractors and subcontractors in construction projects”, International Journal of Project Management 34: 789-805. [8] N.C. Skeepers, C. Mbohwa (2015) “A study on the leadership behaviour, safety leadership and safety performance in the construction industry in South Africa”, Procedia Manufacturing 4: 10-16. [9] B.F. Muñiz, J.M.M. Peón, C.J.V. Ordás (2014) “Safety leadership, risk management and safety performance in Spanish firms”, Safety Science, 70: 295-307. [10] S. Şahin, (2010) “The Role and Importance of Human Resources Within the Context of Occupational Health and Safety” Sakarya Universitety, Social Science Institutes, Master’s Thesis, 24. [11] International Labour Office (2001) “Guidelines on Occupational Safety and Health Management Systems”, MEOSH/2001/2(Rev.). International Labour Office, Geneva. [12] T.-C. Wu (2008) “Safety leadership in the teaching laboratories of electrical and electronic engineering departments at Taiwanese Universities”, Journal of Safety Research 39: 599-607. [13] T.-C. Wu, S.-H Chang, C.-M She, C.-T. Chen, C.-P. Wang (2011) “Safety leadership and safety performance in petrochemical industries: The mediating role of safety climate”, Journal of Loss Prevention in the Process Industries 24: 716-721. [14] J.C. Lun, A.R.A. Wahab (2017) “The Effects of Safety Leadership on Safety Performance in Malaysia”, Saudi Journal of Business and Management Studies 2(1): 12-18.