Document Type
Journal Article
Publisher
CCH Australia Limited
Faculty
Faculty of Business and Law
School
School of Management / Centre for Innovative Practice
RAS ID
14394
Abstract
In this paper we discuss the findings of two large studies conducted during 2005/06 that illuminated the role of managers as change agents. We draw the findings together to conceptualise and model the leadership styles and behaviours that appear to be successful in reshaping organisational safety culture. The first study identified the instrumental influence that managers have on the safety culture within organisations. The second study revealed the influential role of managers as change agents during a cultural change initiative when they applied a flexible approach using formal and informal agencies of change. The paper situates these two studies in the broad context of transformational leadership and manager behaviour as pivotal factors for safety culture change.
Access Rights
free_to_read
Comments
This is an Author's Accepted Manuscript of: Bahn, S. T., & Barratt-Pugh, L. G. (2012). The impact of management styles upon organisational change and safety cultures. Journal of Health, Safety and Environment , 28(2), 135-146. Available here