Work 63 (2019) 405–413 405

DOI:10.3233/WOR-192946
IOS Press

Assessment of leadership behavior

in occupational health and safety
Nilma Cristina Maya,∗ , Eduardo Concepción Batiza and Ricardo Montero Martinezb
a University SOCIESC – UNISOCIESC, Joinville, Brazil
b Universidad Autónoma de Occidente, Cali, Colombia

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Received 12 December 2017
Accepted 5 December 2018

Abstract.
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BACKGROUND: Improving Occupational Health and Safety performance has become a challenge for industry, because
investing in technology, equipment, or robust management systems has not been enough to prevent accidents in the workplace.
With the expansion of commercial relations and the intensification of competitiveness in the global market, leadership is
essential to prevention.
OBJECTIVE: Evaluate leadership in occupational safety through a case study.
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METHODS: The leadership training methodology “The seven steps of leadership and worker involvement” was adapted
and applied. Data collection was conducted through the application of diagnosis, training, and monitoring of the evolution
of the leadership performance in the management of occupational safety via structured interviews, monitoring of accidents
and statistical analysis of the data.
RESULTS: Research has shown that assertive leadership behavior positively influences performance in the management of
occupational safety and the results of this case study showed a reduction in accidents with injuries of more than 50%.
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CONCLUSIONS: Evidence shows that there is a correlation between safety leadership behavior and the reduction in the
occurrence of accidents.

Keywords: Accidents, training, supervisor, organization

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1. Introduction
With increased globalization and competitiveness,
organizations have focused on seeking new strategies
and management tools to continuously improve the
performance of their processes and the quality of their
products and services with the aim of increasing their
profitability and competitiveness [1]. This scenario
has a direct impact on the relationship between peo-
ple and their work and has become a major concern in
society due to the impact on workers’ health and the
sustainability of organizational reputations[2]. Tech-
nological innovation has advanced within industries
∗ Address for correspondence: Nilma Cristina May, University
SOCIESC – UNISOCIESC, Campus Boa Vista, Rua Albano
Schmidt, 3333, Bairro Iririu, CEP: 89227-753, Joinville, Brazil.
E-mail: nilma may@yahoo.com.br.
and the aspect related to the quality of life and safety
of workers has been neglected, highlighting not only
the lack of ability to meet and comply with the wide
range of standards and laws, but also a significant
deficiency in terms of safety and protection [3]. For
a long time prevailed the concept that man should
be adapted to the machine, to the detriment of value
human beings [4]. A work environment that does not
offer adequate environmental conditions and does
not value the individual is not capable of offering
the necessary elements to form a balanced, fair, and
responsible society and assure human values, much
less attain the objectives that a job demands [5].
In view of global growth, work accident rates
and occupational diseases can significantly affect the
competitiveness or even threaten the survival of an
organization, as well as affect a company’s reputation.

1051-9815/19/$35.00 © 2019 – IOS Press and the authors. All rights reserved
406 N.C. May et al. / Leadership behavior in safety
Despite the advances in labor legislation, investment
in prevention technologies, and improvement of work
organization, workplace accidents are still a serious
health problem for workers around the world [6].
Toward the end of the 20th century there was
a significant increase in leadership and safety
culture research. Results of this research have facil-
itated technological improvements as well as work
design changes and the use of personal protec-
tive equipment in the majority of industries, which
has in turn allowed significant advances. Even
with these improvements, there are still too many
incidents/accidents in the workplace; therefore, occu-
pational safety is still a significant concern [7].
It is important to emphasize the importance of the
role of and the need for responsible intervention by
organizational leaders in the management of occu-
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pational health and safety. Those with management
responsibilities must demonstrate their commitment
to the continuous improvement of operations, imple-
mentation of practices for the reduction and control
of risks and prevention of work accidents [8]. For
work activity to be socially sustainable and provide
appropriate health and safety conditions for work-
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ers, raising the awareness of organizational leaders
regarding the prevention of accidents must occur [9].
Leadership can be characterized by the involvement
of three elements: influence, group, and objective.
Leaders have the power to influence the behavior of
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their subordinates; this process develops in a group
context. The behavior of group members is influenced
to achieve the goals set by the leader. These elements
remained clear in the leadership development pro-
cess until the mid-1980s. Thereafter, the fundamental
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characteristic of leadership, concentrated on devel-
oping shared values that furthered the goals of the
organization. In this way, leaders began to exercise
the function of “changing the way people think about
what is desirable, possible and necessary” [10].
In this context, it is emphasized that leaders and
managers, as well as organizational factors have a sig-
nificant influence on safety, either directly or through
their impact on worker behavior. Management and
organizational failures, such as inadequate systems,
poorly designed equipment, or lack of resources,
the origin may often be attributed to insecure man-
ager behavior, have the potential to influence the
performance of the entire organization in terms of
occupational safety [11]. Leaders play a key role in
influencing the management of occupational health
and safety when they develop a culture of preven-
tion within in their organizations. Leaders should
involve all staff in matters of health and safety,
deciding on funding, training workers to take pre-
ventive measures and adopting healthy and safe
procedures; providing employees with appropriate
tools and equipment; providing examples of good
practice through their own behavior; ensuring that
health and safety is a daily priority during operations
and involving employees in health and safety deci-
sions [12]. There are three indispensable factors for
achieving results in any human endeavor: leadership,
technical knowledge and method. Leadership is the
most important of these factors, simply because with-
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out it nothing happens. Leadership has the power to
turn intentions into actions. There is no point in trying
to change methods or technical knowledge without
the leadership to make it happen [13]. It is clear that
leadership exerts a strong influence on the formation
of organizational values and is an effective instru-
ment of cultural change. Leaders teach by example,
if they value safety, those being led will also value
it. If they neglect security rules to meet goals, such
a deadline or event they will mistakenly demonstrate
to a team that production is given greater value than
the life of an individual [14]. Over time, many lead-
ership styles have emerged, however, regardless of
the model, being a leader means balancing how to
be cautious with being responsible, having vision,
knowing how to work as a team, and being inno-
vative. It also entails understanding that everyone is
different, has their own opinion. A good leader must
know how to measure and value the characteristics of
his/her coworkers so that he/she can have a solid and
effective group [15].
Leadership in occupational health and safety is
aimed at protecting the health, safety, and well-being
of workers in the workplace, reducing risks, and pre-
venting damage or illnesses arising from work-based
activities [16]. In the industrial sector, leader effec-
tiveness is usually evaluated through the performance
of indicators such as productivity and profitability.
However, in light of increased globalization, valuing
well-being and preservation of quality of life fac-
tors impacts absenteeism and job safety and have
also become part of the responsibility of leaders
[17]. Scientific studies have shown that the commit-
ment to, and involvement of, managers with safety
at work is the most important factor in achieving a
satisfactory level of safety in the workplace [8, 18].
When the organization establishes guidelines, allo-
cates resources and assigns safety performance as the
responsibility of leadership, this indicator becomes
sustainable [19]. Over 50 years ago, Heinrich advised
 N.C. May et al. / Leadership behavior in safety
“The supervisor or foreman is the key man in indus-
trial accident prevention. His application of the art of
supervision to the control of worker performance is
the factor of greatest influence in successful accident
prevention” [20].
Against this background, one of the key points
needs to be a consensus; at the heart of a climate of
safety are worker’s perceptions of supervisor’s true
priorities or value of safety [21]. It is important to
emphasize that leadership should stimulate the devel-
opment of a proactive culture of occupational safety,
where the organization and all workers are actively
involved and contribute their perceptions, values,
skills, and safe behavior practices [22]. A supervisor’s
response to safety significantly influences workers’
safety behaviors [21]. A supervisor must have the
capacity to identify and understand changes in human
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behavior and to transmit assertive feedback [23].
To ensure safe performance in an organization, it is
essential that an environment that supports safety be
developed through compliance and adherence to legal
requirements, procedures, policy, culture, and so on
[24]. On the other hand, to monitor human behavior,
supervisors need to be trained in job safety and have
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experience and knowledge of workplace tasks and
environmental conditions. In general, these profes-
sionals require a safety risk assessment and commu-
nication techniques qualification, in order to establish
rules and perfectly clear that safety is everyone’s
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responsibility [25]. Supervisors need to be skilled
enough to achieve manpower productivity targets, to
manage health and safety risks and to gain their sub-
ordinates respect. Needless to say workers must be
supported by their managers to be successful [26].
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A supervisor’s role includes conveying expec-
tations of accountability related to performance,
creating an environment that sustains and provides
support so that the team accomplishes its work safely
while protecting their own well-being [27]. It is
imperative that leaders regularly assess their team’s
performance to verify the level of competence using
tangible measures. Leaders should establish indica-
tors and goals to monitor their team’s level of safety
performance. High levels of job security performance
come from well-planned activities and a work envi-
ronment that is compatible with the required level of
safety. At times where there are high levels of pres-
sure from an organization’s executive board to obtain
results, such pressure must be carefully managed by
leaders to avoid having a negative impact on oper-
ational levels. Supervisors play an essential role in
the performance of their subordinates’ behavior and
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should trust their subordinates, stress the importance
of safe behavior, and act with consistency of purpose
[23, 28].
In this context, leaders should strive to encour-
age and provide resources for safe working practices
and their decisions should reflect their commitment
to safety. Organizations that have an excellent safety
record have two key characteristics: good leadership
and a great organizational culture. Implement a safety
culture through effective and engaged leadership is a
crucial success factor. Developing leaders and build-
ing a community are the keys to building a sustainable
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organization and a solid and lasting organizational
culture [29, 30, 31].
Occupational safety encompasses people manage-
ment, work methods and organization, machines,
equipment and tools, procedure management sys-
tems, qualifications and training, and behaviors and
attitudes. Therefore, it is imperative that work be
managed by multidisciplinary professionals and with
the responsibility and rigor that issues require.
Effective leadership is based on ethics, profession-
alism, technical knowledge, responsibility, that trusts
and respects the individual characteristics of each
professional develops teamwork, always strives to
balance the needs of the organization and employees,
promoting the common good. Leadership encourages
and supports risk management, promotes team par-
ticipation in operational improvements, recognizes
safe behavior, and values the continuous improve-
ment. Leaders need to engage in an open dialogue
with teams and seek to provide its employees with
a healthy, productive and participative work environ-
ment.
Given the above, the following research question
was developed. Can the behavior of leaders influence
the performance of management in Occupational
Health and Safety?
2. Methodological procedures
Qualitative and-quantitative measures were used
in this case study. The qualitative method was based
on the HSE Institute’s “Leadership and Worker
Involvement” model [32]. The quantitative tech-
niques included developing measures to monitor
leadership behaviors in relation to occupational
safety.
The study was conducted in a medium-sized float
glass manufacturing industry based in the south of
Brazil.
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Study participants comprised the organization’s
leadership team which included 33 professionals in
management, coordination, and supervisory posi-
tions. The sample consisted of operational leadership,
that is, those responsible for teams operating in
manufacturing processes and that are susceptible to
occupational accidents and disorders. Thus, the sam-
ple was composed of 18 leaders (6 coordinators
and 12 supervisors). They were informed about the
methodology, that participation was voluntary and
that they were free to opt out at any time without
explanation. They all gave their written consent, in
accordance with Brazilian legislation.
Documentary research was carried out to analyze
the work accident reports in the organization that cor-
responded to the year prior to the application of the
leadership training methodology (May 2015 to April
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2016) to form a comparative database against the
study period from May 2016 to April 2017.
To determine the performance level of the orga-
nization’s leadership behavior in terms of the
management of occupational safety, it was neces-
sary to measure the standard of behavioral excellence
using the components within “Leadership and
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Worker Involvement” methodology [32]:
• Commitment: The importance that the leader-
ship and their teams give to Health and Safety.
Leaders must demonstrate continued commit-
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ment to ensure that the essential elements of the
health and safety management system are under
control and must promptly respond to workers’
concerns regarding health and safety. Leader-
ship and workers cooperate and are proactive
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in raising the organization’s safety levels and
standards.
• Involvement: Concerns the involvement of
leadership and staff in making decisions about
Health and Safety. Workers receive training and
are supported to participate in decision-making
and to act in the continuous improvement of
health and safety.
• Priority: The attention given to health and
safety when compared to “getting the job done.”
Workers know they have the freedom to stop
and interrupt any operations in which they feel
unsafe as safety is an irreplaceable value to the
organization.
• Compliance: Organization and leadership act
and make every effort to ensure that procedures
are followed and government laws are appropri-
ately applied to prevent accidents.
• Monitoring: Refers to the method of evalu-
ating the results of organizational health and
safety. It is imperative to report incidents and
accidents in the workplace, as well as to carry
out investigation, critical analysis, and to mon-
itor the development of actions. Safe behavior
should be highlighted and adherence to pro-
cedures should be carefully monitored. Safety
performance should be part of the business and
leadership objectives.
• Learning: Lessons learned in health and safety
should be communicated to workers. The leader-
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ship should promote the transmission of learning
about relevant occurrences from other sites, dis-
close those communicated to the management
teams, carry out root-cause analysis, standard-
ize the communication between shifts, report
incidents of high severity potential and propose
action plans responsibly and effectively in order
to demonstrate continuous improvement.
The technical content of the “Leadership and
Worker Involvement” methodology [32] was evalu-
ated and adapted for application to the training of
management staff in occupational safety in terms of
environmental risks, history and type of accidents,
leaders’ profiles and the need for improvement within
the float glass industry.
The training content was based on the following
HSE principles [33]:
“1. Don’t walk by: it is everyone’s responsibility
on site to prevent any unsafe acts and conditions that
they witness from turning into accidents as soon as
they see them. Talk to the person(s) involved and draw
their attention to the risks.
2. STOP: all workers should be encouraged to stop
working whenever they feel unsafe, no matter if their
reasons for doing so turn out to be unfounded. Better
to stop than to have an accident.
3. A safe working environment drives safe behav-
ior: if you expect your workers to work in a safe way,
you need to make sure that you do all you can to make
the environment they work in as safe as possible.
4. Don’t blame the worker until you have accounted
for all causes: the causes of unsafe ways of working,
accidents, incidents and ill health do not always stop
with the worker. The problem can often be traced
back to less obvious causes such as decisions made
by management and the wider organization.
5. Use your workforce for ideas: your workers can
have a more accurate idea of which efforts to improve
health and safety may or may not work than you, your
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management or other experts. They have to deal with
the issues every day.
6. Change does not usually happen overnight: do
not expect quick wins. Improvements are likely to
emerge over time, but only if you stick with it.
7. Knowledge is not enough: simply telling work-
ers that something is wrong, or is a risk, is not enough.
They also need to know why, and how to avoid harm
if they are to act on the information that you provide.
8. You lead by example: your behavior sends strong
signals to your workers as to how they should behave.
If you carry out your job in a safe way, your workers
are more likely to work in safe ways. If you do not
then your workers will not.
9. Encourage co-operation: treat your sub-
contractors in the same way as direct employees.
Encourage different sub-contractors and trades to
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proactively communicate with each other. Getting
consistency in standards will then be that much easier.
10. Don’t neglect occupational health: if you look
after the health as well as the safety of your workers
now, you are less likely to store up problems for either
you or your workforce in the future.”
The training consisted of seven modules imple-
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mented over two four-hour classes per month from
May to November 2016. The modules are as follows:
◦ Module I – Introduction to Leadership and
Worker Involvement;
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◦ Module II – Cause analysis and Failure Modes
and Effects Analysis;
◦ Module III – Risk Management;
◦ Module IV – Effective leadership in Occupa-
tional Safety;
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◦ Module V – Risk Assessment and Work permis-
sion;
◦ Module VI – Management of routine in Occu-
pational Safety;
◦ Module VII – Management of results in Occu-
pational Safety.
The use of this methodology represents an innova-
tion in the field of leadership training in occupational
safety, in Brazilian industry.
Parallel to the training, interviews were conducted
with the leaders on a monthly basis using a struc-
tured questionnaire. The interview allowed the initial
level of behavior of each leader to be evaluated and
their behavior was monitored throughout the appli-
cation of the training. The result of this monitoring
was expressed through the evolution indicator of the
leadership behavior level.
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Work-related injuries, in accordance with the
respective responsibilities of each of the leaders par-
ticipating in the survey, were recorded on a monthly
basis in order to monitor leader performance in terms
of management of occupational safety. In addition
to training and interviews during this phase, which
began in May 2016 and extended until April 2017,
the number of accidents was also recorded and this
was used as an indicator to measure industry health
and safety.
To evaluate and determine if the behavior of
the leadership effectively influenced performance in
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occupational safety, the statistical treatment of the
data collected via the application of the Hypothesis
Test was prepared.
The first step of the test consisted of establishing
the hypotheses, as follows:
➢ Null Hypothesis (H0) – the average number of
occurrences before and after the application of
leadership training is equal;
➢ Alternative Hypothesis (H1) – the average
number of occurrences before the application
of leadership training is greater than the subse-
quent average.
After defining the scope of the null and alternative
hypotheses, it was necessary to determine a level of
significance that would direct the decision making
related to the formulated hypotheses. The level of
significance established for the evaluation of tests in
the research was ␣ = 0.05, that is, 5%.
Once these parameters were established, the
applied scope was defined in Table 1.
In the second stage of the method, the differences
of “before” and “after” intervention are calculated.
This difference is referred to as di its value is calcu-
lated as follows: di = number of accidents “before” –
number of accidents “after”
Based on differences
  in the number of accidents
(di ), the mean D̄ and the standard deviation of
these differences (SD) was calculated according to
Table 1
Hypotheses test: accidents
Null hypothesis X1 = X2
Alternative hypothesis X1 > X2
Significance index ␣ = 0,05
ttab 1,796
Source: Authors (2017). Where:
X1 = total number of accidents before
leadership training; X2 = total number of
accidents during leadership training.
410 N.C. May et al. / Leadership behavior in safety

Equations (1) and (2) [34].

n
di
D̄ = i=1 (1)
n
  n 2

 n d
 i=1 di −
2 i=1 i
 n
SD = (2)
n−1
In the third stage, with the result of these values,
Fig. 1. Evaluation level of leadership behavior. Source: Authors.
the test statistic will be calculated, considering n < 30,
through the Student’s t-test with equation (3). of behavioral levels when comparing the results of
Module I with those of Module VII.

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D̄ − d0
t=
√ (3) The number of injuries sustained in work-related
sD n accidents is an important indicator of industry health
The value of “n” corresponds to the number of and safety. Figure 2 shows the number of accidents for
differences calculated and the degree of freedom to the periods prior to and after the leadership training

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be consulted in the Student’s t-table will be given by
n – 1.
In the fourth stage, based on the results, the deci-
sion was made to accept or reject the Null Hypothesis,
where H0 is rejected if the test statistic is situated
within the critical region, that is, if tcalc > ttab and
H0 is not rejected when the value found is outside
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the critical region, that is, tcalc < ttab .
3. Results
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process.
Figure 2 shows that in the year prior to the survey,
the average number of occurrences was 3.5. During
the period in which leadership training took place the
average was 1.67, that is, there was a decrease of 52%
in the number of accidents.
To perform the statistical analysis, the values col-
lected in the research were organized as outlined in
Table 3.
Based on thedifferences
 in the number of accidents
(di ), the mean D̄ was calculated, which resulted in
a value of 1.83. The standard deviation of the mean

The results of the leadership behavior evaluation
and monitoring using the Health and Safety Executive
methodology [32] allowed the level of the leader-
ship behavior and culture of the organization in the
management of occupational safety to be identified.
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difference (SD) was 2.65 and the final value of the
t-test statistic was 2.39.
As a result 2.39 > 1.796, that is, tcalc > ttab , deter-
mined that the Null Hypothesis was rejected and
it was possible to affirm, that the mean total of

The evolution of levels of leadership behavior accidents with injury decreased after the leadership
throughout the training process can be observed in training. This means that statistical analysis of acci-
Table 2. dents before and after the supervisor training attended
The evolution of the behavior level is represented in by the supervisors presented enough evidences of its
Fig. 1, showing the positive trend, which continued effectiveness not only to reduce the number of occur-
throughout the training process. The collected data rences but also the variability, as demonstrated in the
showed an increase (on average 65%) in the evolution Fig. 3.
The leadership improvement opportunities recom-
Table 2 mended were listed for each type of behavior, with
Evolution of levels of leadership behavior the following results for each of the six elements:
MODULE I II III IV V VI VII In relation to “commitment behavior,” the
Commitment 2.6 3.5 3.8 4.3 4.6 4.8 4.7 company must:
Engagement 3.7 4.5 4.7 4.7 4.8 4.9 4.9
Prioritization 3.5 4.1 4.3 4.2 4.4 4.7 5.0
• Focus on earning the commitment of its workers
Compliance 3.1 3.8 4.1 4.3 4.4 4.9 4.9 to Health and Safety;
Measurement 3.0 3.5 4.1 4.3 4.7 4.9 4.9 • In the event of an accident or occupational illness
Organizational learning 1.7 2.3 3.4 3.7 4.1 4.3 4.4 due to an unsafe act, make workers reflect on
Average 2.9 3.6 4.0 4.3 4.5 4.7 4.8 their behavior, as it may not only affect them,
Source: Authors. but also their co-workers and family;
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Fig. 2. Number of accidents with injuries. Source: Authors.

Table 3 • Consider Health and Safety to be as important

Accident data

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as productivity.
X1 6 1 4 1 1 3 0 6 4 5 6 5
X2 1 3 2 0 2 3 2 3 2 1 1 0 In relation to “compliance,” the company must:
di 5 –2 2 1 –1 0 –2 3 2 4 5 5
di 2 25 4 4 1 1 0 4 9 4 16 25 25 • Think about what may go wrong in the future in
Source: Authors. Where: X1 = total number of accidents before consultation with their workers, and considering
leadership training; X2 = total number of accidents after leadership previous risk assessments;
training; di = difference in the number of accidents before and after • Take preventive measures at the site (e.g.,
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training; di2 = difference in the number of accidents before and after
signaling/warnings, training, etc.) and apply
training square.
improvements resulting from specific risk
• Encourage the commitment of the workforce, assessments carried out with workers.
beginning all meetings with a reinforcement of In relation to “monitoring behavior,” the com-
Health and Safety practices, giving the subject pany must:
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the attention that it demands.

• Together with their workforce, continue to mon-
In relation to “involvement behavior,” the com- itor Health and Safety performance indicators;
pany must: • Take appropriate action based on their findings;
• Define their objectives to improve Health and
• Regularly involve its employees in making deci-
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sions regarding Health and Safety improvement
solutions;
• Ensure that workers have received appropriate
training and are actively involved in decision-
making. Discuss the pros and cons of different
options with them and encourage them to par-
ticipate with ideas;
• Be obliged to make decisions regarding Health
and Safety issues with their team.
In relation to “priority behavior,” the company
must:
Safety.
In relation to “learning behavior,” the company
must:
• Adopt formal learning mechanisms related to
lessons learned in Health and Safety by disclos-
ing them in the management frameworks;
• Modify their security management system to
ensure compliance;
• Have their leaders openly admit to employees
that their decisions play a significant role in
Health and Safety outcomes.

• Make sure their workers are familiar with line
stop procedures;
• Use appropriate communication and lead by
example to ensure that workers feel able to stop
working in situations that they find unsafe;
It is worth noting that, of all the aforemen-
tioned behaviors, monitoring was evaluated most
effectively. This can be explained by the level of dif-
ferentiated control the organization possesses with
regard to the management indicators. Noteworthy
412 N.C. May et al. / Leadership behavior in safety
Fig. 3. Confidence interval of 95%. Source: Authors.
are: occurrence records; computerized management
systems to analyse causes, actions implemented
and evaluation of effectiveness; monitoring of risky
behavior and safe behavior by recording and generat-
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ing daily control statistics; registration of inspections
of adherence to procedures; computerized system for
access control in restricted (dangerous) areas; con-
trol and daily monitoring of incidents, accidents with
minor injuries, and significant accidents.
The results of the present study were based on data
provided by the leadership of a single organization.
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The leadership behavior may differ according to the
safety culture of an industry. Other factors that may
affect replication of the results include the features
of the industry, team size according to leadership
responsibility, and high hazard and complex working
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environments. One of the issues to which increased
attention should be paid is active employee participa-
tion in leadership training. Despite these limitations,
we believe that the results presented here make an
important contribution to the discussion on leadership
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behavior in occupational health and safety.
4. Conclusions
Occupational Health and Safety Management
plays a significant role in the success of organiza-
tions and the major challenge today is in preserving
the physical and mental integrity of workers at all
levels of an organization. This premise should serve
as a basis for the efforts of all professionals to be
directed towards the sustainable growth of the com-
pany in synergy with the promotion of healthy human
development, capable of leveraging a differentiated
performance against the significant rhythm of com-
petitiveness, pressure, and globalization of markets.
Results of the present study showed the impor-
tance of leadership training in the management of
occupational health and safety.
Learning outcomes obtained after the application
of the methodology highlighted leadership behavior
as the foundation for the empowerment of supervisors
which is fundamental to influence their subordinates
in every aspect including health and safety ones.
A significant correlation was found between the
evolution of the level of safe leadership behavior
and the reduction in the number of occurrences of
accidents.
The results of the statistical analysis showed that
it was possible to affirm, with 95% accuracy, that
there was a reduction in the number of accidents that
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occurred during the leadership training period and a
reduction in comparison to a similar period in the
previous year.
When an organization recognizes the importance
of occupational health and safety management and
invests in the qualification of its leaders in order to
achieve the ideal behavior focused on the well-being
of its workers, everybody gains and this is reflected
in the excellent performance of the organization.
Conflict of interest
None to report.
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