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Vertical and Shared Leadership in Large Safety-Oriented Organizations. An Empirical Analysis

In: Regional Studies on Economic Growth, Financial Economics and Management

Author

Listed:
  • Daniele Binci

    (University of Macerata)

  • Francesco Scafarto

    (University of Rome Tor Vergata)

  • Corrado Cerruti

    (University of Rome Tor Vergata)

  • Andrea Appolloni

    (University of Rome Tor Vergata)

  • Emir Ozeren

    (Dokuz Eylul University)

Abstract

This article explores the relationship between leadership and safety-oriented culture, by analyzing the predictive role of vertical and shared leadership styles (and behaviors). Drawing on a sample of 68 managers from a safety-oriented organization, we develop a set of hypothesis in order to understand the different relationships between leadership styles (and behaviors) under prevention context as well as crisis situation. To test hypothesis we ran separate hierarchical regression analysis. Results highlight that vertical leadership variables account for a significant amount of variance in prevention context beyond the shared leadership variables, as well as the shared leadership variables account for a significant amount of variance over the vertical leadership styles under emergencies context. With respect to the existing literature, the paper contributes to the leadership literature and safety-oriented culture by showing how vertical and shared leadership (transformational and transactional) are related to prevention and containment processes and should be both considered in order to manage different contingencies that happen as ordinary and extraordinary events in the organization.

Suggested Citation

  • Daniele Binci & Francesco Scafarto & Corrado Cerruti & Andrea Appolloni & Emir Ozeren, 2017. "Vertical and Shared Leadership in Large Safety-Oriented Organizations. An Empirical Analysis," Eurasian Studies in Business and Economics, in: Mehmet Huseyin Bilgin & Hakan Danis & Ender Demir & Ugur Can (ed.), Regional Studies on Economic Growth, Financial Economics and Management, pages 437-453, Springer.
    • Handle: RePEc:spr:eurchp:978-3-319-54112-9_28
    DOI: 10.1007/978-3-319-54112-9_28
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