Development of a frontline H&S leadership maturity model in the construction industry. (October 2019)

• Record Type: Journal Article
• Authors: Oswald, David; Lingard, Helen
• Is Part Of: Safety science. Volume 118(2019)
• Page Start: 674
• Page End: 686
• Publication Date: 2019-10
• Subjects: Participation -- Foreman -- Leadership -- Safety -- Supervisor; Industrial accidents -- Periodicals; Accident Prevention -- Periodicals; Safety -- Periodicals; Travail -- Accidents -- Périodiques; 363.11
• DOI: 10.1016/j.ssci.2019.06.005
• Languages: English
• ISSNs: 0925-7535

Abstract

Highlights: The development of a construction frontline H&S leadership maturity model. Six areas emerged as important for H&S leadership at the frontline. Construction frontline leaders are in a multi-levelled, fragmented and complex context. A more holistic view of H&S leadership, than previous single-level studies. Complimentary research approaches are encouraged, alongside psychological studies. Abstract: Construction frontline leaders have a crucial role in ensuring safe and healthy work practices occur where risks of accidents are highest. To create a framework for understanding and monitoring where improvements can be made, a frontline health and safety (H&S) leadership maturity model was developed. The research methods involved conducting over 100 h of participant observation at four construction sites, followed by conducting four one-hour focus groups at these sites, which were all in Australia. Six key areas in which frontline leadership behaviour can have a H&S impact emerged from the data: the foreman and subcontractor supervisor relationship; the leadership styles of the foreman and supervisor; the foreman and workers relationship; the subcontractor supervisor-to-supervisor relationship; the workgroup communication; and the relationship between the frontline leaders and H&S advisors. The three-stage model is the first known construction frontline H&S leadership maturity model, which can be used as a practical tool for industry, as well as providing theoretical insights into the ways in which frontline leaders' influence H&S performance at the 'sharp end' of operations within construction projects.