The purpose of this paper is to investigate idealised influence under transformational leadership and active management-by-exception (MBE-A) under transactional leadership as the predictors of employee safety behaviours among engineers and technicians in the Ghanaian power transmission subsector.
The study employed a cross-sectional survey design and a quantitative approach to gather data from 278 respondents through the use of a structured questionnaire. Covariance-based structural equation modelling was used to analyse the data and test the hypotheses with 264 usable responses.
The analysis revealed that idealised influence had positive significant effects on both safety compliance and safety participation of employees. Surprisingly, MBE-A had a positive influence on safety participation but not on safety compliance.
The findings of this study present useful practical implications for leaders and policy makers in organisations in engendering good safety behaviours of employees and improving overall organisational safety performance.
The variables used in the study together with the study’s Ghanaian bureaucratic context present interesting and fresh insights into the interplay between leadership and employee safety, thereby contributing to the discourse on the safety leadership construct.
