Th-SYM-2464-4 - Potential Effects Of Empowering Leadership Over Time: A Longitudinal Study In Nuclear Power Plants.

Track:
Leadership and safety
What:
Symposium
When:
1 hour
Where:
A005
Discussion:
0
 
Occupational and organizational safety
Leadership and safety
Th-SYM-2464-4
Potential effects of empowering leadership over time: A longitudinal study in nuclear power plants.
M. Martínez-Córcoles 1,*, I. Tomás 2, F. Gracia 2
1Department of Industrial Psychology, Tallinn University of Technology, Tallinn, Estonia, 2IDOCAL, University of Valencia, Valencia, Spain
 
Main Abstract Content: Purpose
Empirical research has found that job satisfaction is positively related to safety performance and negatively to accidents and injuries. However, job satisfaction and its correlates have been hardly studied in High Reliability Industries. The aim of this research was to assess the longitudinal effects of empowering leadership (EL) in teams’ job satisfaction. Concretely, we expect EL to show a positive relationship with initial levels of job satisfaction (H1) and that change in EL will positively predict the change in job satisfaction (H2).
Methodology
Hypotheses were tested in a sample of 54 teams from two Spanish nuclear facilities, evaluated by means of questionnaires in three different waves (2008, 2011 and 2014).  Latent Growth Curve Analyses were performed with SPSS 20.0.
Results
The results showed a positive and statistically significant average slope for teams’ job satisfaction over time (g10 = .13, p<.01), with no significant variability in the rate of change across teams (slope: -.03, p>.05). For EL, the average slope over time was also positive and statistically significant (g10 = .15, p<.01), with no significant variability in the rate of change across teams (slope: .01, p>.05). There was a positive significant relationship between empowering leadership and initial levels of teams’ satisfaction (g01 = .55, p<.01), supporting H1; and changes in empowering leadership predicted significantly and positively changes in teams’ satisfaction (b= .56, p<.01), supporting H2.
Research/Practical implications
Empowering leadership is revealed as a predictor of job satisfaction in HRO’s over time. The stronger empowering leadership style, the higher the teams’ satisfaction levels.
Originality
As far as we know, no study has used the LGCM methodology in order to study leadership styles in HRO’s.
 
 
 
 
 

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