Occupational driver safety: Conceptualising a leadership-based intervention to improve safe driving performance

Newnam, Sharon; Lewis, Ioni; Watson, Barry C. · 2011 · OpenAlex-citations

DOI: 10.1016/j.aap.2011.11.003

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Summary

This study addresses the challenge of improving occupational driver safety, a leading cause of workplace injury and death, by conceptualizing a leadership-based intervention. Traditional interventions often focus on modifying discrete driver behaviors, such as through training programs, but frequently neglect organizational factors. The authors argue that in contexts like occupational driving, where supervisors cannot directly observe employee behavior, conventional behavior modification is difficult. Instead, the study proposes that supervisory safety practices should be operationalized as the exchange of safety information. Utilizing the Antecedent-Behavior-Consequence (A-B-C) framework, the research examines the contingencies that promote effective safety information exchange between supervisors and drivers, specifically investigating the roles of safety values, role overload, Leader-Member Exchange (LMX), and safe driving performance. The study employed a multi-level, multi-method design involving 105 community-oriented nurses (drivers) and 22 supervisors from a large Australian nursing agency. Data collection occurred in three stages over three months. Stage one involved baseline surveys for both supervisors and drivers. Stage two monitored the frequency of safety information exchanges through bi-weekly discussions with drivers. Stage three involved follow-up surveys for drivers. Supervisors rated their safety values, while drivers reported on role overload, the frequency of safety exchanges, LMX quality, and safe driving performance (measured by speeding, rule violations, inattention, and tiredness). Hierarchical Linear Modeling was used to analyze the relationships between these group-level and individual-level variables. The results confirmed several key hypotheses. First, supervisors’ safety values were positively associated with the frequency of safety information exchange. Second, role overload moderated this relationship; the link between safety values and safety information exchange was stronger under conditions of low role overload compared to high overload. Third, the frequency of safety information exchange was positively related to the quality of the LMX relationship. Finally, the quality of the LMX relationship was significantly associated with safe driving performance, indicating that higher-quality exchanges correlated with safer driving behaviors. The significance of this study lies in its demonstration that organizational factors, particularly leadership dynamics, are critical for improving occupational driving safety. By identifying safety values as an antecedent and LMX as a consequence of safety information exchange, the research provides a theoretical framework for interventions that leverage existing supervisor-driver relationships. The findings suggest that fostering a climate where safety is valued and reducing role overload can enhance communication, which in turn strengthens the leader-member relationship and promotes safer driving. This approach offers a viable alternative to traditional behavior modification techniques in high-risk, low-visibility work environments.

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discover success OpenAlex-citations 1 2026-06-17
archive success semantic_scholar 6 2026-06-25
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enrich success semantic_scholar 4 2026-06-25
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tag success vector_similarity 6 2026-06-26
verify success 1 2026-06-26

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