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

Comments

This article was originally published as: 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. Original article available here

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.

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