Legislators are placing increased pressure on mining companies to improve their
safety performance. The importance of safety leadership is highlighted by its role in
safety culture and improving safety performance. The aim of this study was to
develop and evaluate the impact of a coaching program on safety leadership.
The main constructs namely safety culture, safety leadership and coaching was
conceptualised along the humanistic paradigm, with theoretical definitions and
models. In this study, safety culture is employees’ shared attitudes, beliefs,
perceptions and values about safety that affect their behaviour in the workplace.
Safety leadership is the interpersonal influence that a leader exercises to achieve
the organisation’s safety performance goals. Coaching is an interpersonal
interaction that aims to improve individual performance through increased selfawareness
and action plans. A theoretical model was developed to explain the
elements that constitute effective safety leadership. A coaching program was
developed based on executive coaching and leadership development principles.
The empirical investigation was conducted in an organisation in the South African
mining industry. A nested mixed methods design was followed. In the quantitative
study, a 360 degree survey was employed to assess the ratings of a purposive
sample (n=54) along eight dimensions before and after the coaching. Data was
analysed with descriptive and inferential analysis. Results showed statistically
significant improvements on accountability, collaboration, and feedback and
recognition after the coaching. The results reflected differences in 360 degree
ratings according to gender, race, job level, age and geographical location. The
most significant improvements were for females, Africans, management, age 51-60
years, and site 2.
In the qualitative study, a semi-structured interview was employed to study four
cases to investigate managers’ personal experiences and changes in attitude
toward safety. Data was analysed utilising thematic analysis. The findings revealed
that coaching was a positive experience and contributed to changing managers’
attitudes toward safety.
The research added to the field of organisational behaviour by presenting a
theoretical model that enhances the understanding of safety leadership, the
development of a coaching program and providing empirical evidence that the
principles of coaching and leadership development can be applied to improve
safety leadership. / Industrial and Organisational Psychology / D. Admin. (Industrial and Organisational Psychology)
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:unisa/oai:uir.unisa.ac.za:10500/18579 |
| Date | 11 1900 |
| Creators | Esterhuizen, Wika |
| Contributors | Martins, Nico |
| Source Sets | South African National ETD Portal |
| Language | English |
| Detected Language | English |
| Type | Thesis |
| Format | 1 online resource (xviii, 370 pages) |
Page generated in 0.0024 seconds