THE IMPACT OF TRANSACTIONAL LEADERSHIP STYLE ON WORKPLACE HEALTH AND SAFETY

INTRODUCTION

Transactional leadership, a prominent leadership style, has garnered significant attention for its potential impacts on workplace health and safety. It is a leadership approach that emphasizes structured procedures, performance expectations, and the use of rewards as a means of achieving compliance (Bass & Riggio, 2006). In workplace health and safety, leadership plays a pivotal role in shaping organizational practices and culture. Transactional leadership stands out as a management style that can significantly impact safety outcomes. Its characteristics, including contingent rewards, the maintenance of the status quo, management by exceptions, and an emphasis on extrinsic motivation, make it a pertinent subject of investigation in health and safety (Bass & Riggio, 2006).

This article attempts to give an in-depth examination of the implications of transactional leadership on workplace health and safety. It critically examines the impact of transactional leadership on workplace health and safety, examining both its good and bad aspects. We will shed light on the varied character of this leadership theory and its implications within modern organizational contexts by evaluating previous research and findings. While it is crucial to acknowledge the potential benefits of transactional leadership, we must also consider its limitations and negative consequences in the pursuit of creating safer and healthier work environments.

Significance in Organizational Settings

Transactional leadership is critical in organizational contexts for several reasons, Clear standards, duties, and obligations are provided by transactional leaders, which can be crucial in complicated organizations or during times of change. However, transactional leaders are effective at setting and achieving specific goals. Transactional leadership's consistent and regulative nature helps foster stability inside the company. Knowing what to anticipate gives workers a sense of stability and predictability, which is beneficial in some fields and circumstances.

Transactional Leadership and Safety Culture

A critical factor in assessing the impact of transactional leadership on workplace health and safety is the organization's safety culture. The collective values, attitudes, and convictions that shape an organization's safety strategy are collectively referred to as its safety culture. Transactional leadership can complement or clash with the existing safety culture. In organizations with a strong emphasis on safety, transactional leadership may align with the prevailing safety norms. The focus on compliance and rewards for adhering to safety protocols resonates with an already established culture of safety. Employees accustomed to a more collaborative and innovative approach to safety may perceive. In such cases, transactional leadership reinforces the importance of safety as a core organizational value (Smith and Brown, 2022).

?However, in organizations that value a more participative or transformational approach to safety, transactional leadership may not align with the desired safety outcomes (Smith and Brown, 2022) Transactional leadership is too rigid and compliance-driven. In such instances, a mismatch between leadership style and safety culture can lead to resistance and reduced effectiveness in promoting safety.

The Role of Organizational Factors in Transactional Leadership's Impact

Organizational factors also represent a vital part in shaping the impact of transactional leadership on workplace health and safety. The dimensions and configuration of the organization can influence the effectiveness of transactional leadership. In large organizations with multiple hierarchical levels, transactional leadership may be more suitable for ensuring safety compliance and coordination. The clear chain of command and structured procedures help maintain order and consistency in a complex organizational environment (Johnson et al., 2019).

On the other hand, smaller organizations or startups that prioritize agility and innovation may find transactional leadership less accommodating. In these settings, where adaptability and quick decision-making are essential, a purely transactional leadership approach may hinder the organization's ability to respond to changing safety requirements (Parker et al., 2020).

The Positive Impact of Transactional Leadership on Workplace Health and Safety

Transactional leadership, characterized by its focus on structured procedures, performance expectations, and rewards for compliance, can have several positive impacts on workplace health and safety. One key positive aspect of transactional leadership is its ability to establish clear and explicit safety standards within the organization. Research by Smith et al. (2016) emphasizes that transactional leaders are adept at setting unambiguous safety expectations and rules. This clarity encourages employees to adhere to safety protocols, thereby reducing the likelihood of accidents and hazards. The setting of expectations and adherence to standardized safety procedures provide a sense of security and predictability, fostering a culture of accountability in which employees are well aware of their responsibilities (Smith et al., 2016).

Additionally, Lingard et al. (2019) suggest that transactional leaders often employ a system of rewards or recognition for employees who adhere to safety protocols. Incentivizing safety compliance can further encourage employees to prioritize health and safety. Such positive reinforcement not only motivates employees to follow safety procedures but also creates a sense of value for their well-being, reinforcing the importance of safety within the organizational culture (Lingard et al., 2019). Kapp (2012) adds that transactional leadership's focus on task-oriented and structured approaches can result in a decrease in incidents and accidents at work. By clearly defining roles and expectations and offering rewards for compliance, transactional leaders promote a culture in which safety is a priority, leading to improved safety outcomes (Kapp, 2012).

In summary, transactional leadership, with its emphasis on structured procedures and rewards, can positively impact workplace health and safety by setting clear safety standards, incentivizing safe behavior, and ultimately fostering a culture of safety within the organization.

In addition to organizational variables, environmental factors have a key influence in evaluating the impact of transactional leadership on workplace health and safety. Transactional leadership is often associated with more stable and predictable environments. In such settings, this leadership style can be highly effective in maintaining order and ensuring that employees adhere to safety standards (Vera and Crossan, 2004). However, when an organization operates in an environment with external risks and a higher appetite for internal risks, the rigidity of transactional leadership can become a safety concern. Industries where human lives are at stake, such as construction and manufacturing, require a holistic approach to safety (Wu et al., 2016). In these dynamic and complex industries, safety leadership should be seen as interactive social ecosystems where safety norms are continuously evolving to address new risks (Wu et al., 2016).

The Negative Impact of Transactional Leadership on Workplace Health and Safety

Despite its advantages, transactional leadership can also negatively affect workplace health and safety. A study by Lu and Yang (2010) emphasizes that the rigid nature of transactional leadership, which prioritizes compliance over adaptability, can be problematic in rapidly changing work environments. In such settings, where safety protocols may need to evolve to address new risks and challenges, an overreliance on strict procedures can compromise safety. Lu and Yang highlight the importance of adaptability in safety measures and suggest that a purely transactional leadership approach may hinder an organization's ability to respond effectively to changing circumstances (Lu and Yang, 2010).

Furthermore, Molnar et al. (2019) emphasize that in organizations led by transactional leaders, employees may be less inclined to communicate safety issues or suggest improvements. The strict adherence to predefined rules and procedures may inadvertently discourage employees from speaking up when they identify safety concerns. This reluctance to report problems can lead to latent safety risks within the workplace, potentially resulting in accidents that could have been avoided with open communication (Molnar et al., 2019). Recent research by Parker et al. (2020) delves into the potential negative effects of transactional leadership on employee well-being. The study found that employees under transactional leadership might perceive that their safety and well-being are secondary to meeting targets and adhering to procedures. This aspect highlights the importance of considering the psychological impact of leadership styles on employees. Organizations need more than just compliance, they must also ensure that employees feel valued and that their well-being is a priority. (Parker et al., 2020).

A study by Ford and Tetrick (2011) emphasizes that occupational accidents, injuries, and illnesses are still bottlenecks in organizations. In some industries, despite previous efforts, accidents continue to occur, with significant costs to organizations (Fernandez-Muniz et al., 2009). One significant negative aspect is the fear of reporting safety concerns. Transactional leadership's emphasis on compliance can inadvertently create a culture where employees fear negative consequences for speaking up about potential hazards (Chen & Liu, 2021). This fear can result in underreporting safety issues, hindering proactive safety measures and ultimately contributing to accidents.

Balancing Transactional Leadership

Balancing transactional leadership and health and safety is important because, while transactional leadership drives productivity and results, health and safety ensure the well-being and safety of employees. Both aspects are crucial for the overall success and sustainability of an organization.

Communication must be clear and constant to strike a balance between transactional leadership and health and safety. In addition to making sure that workers are informed of the protocols, processes, and guidelines related to health and safety, leaders should express their expectations for productivity and performance. Regular staff training on health and safety protocols will support the development of a safe work environment inside the organization.

CONCLUSION

The impact of transactional leadership on workplace health and safety is a multifaceted issue that calls for careful consideration and a nuanced understanding. This article has critically examined the positive and negative dimensions of transactional leadership within the context of health and safety in the workplace. It is evident that transactional leadership, with its focus on structured procedures,?performance expectations, and rewards for compliance, can both positively and negatively affect health and safety outcomes.

On the positive side, transactional leadership's emphasis on clear safety standards and the use of rewards as incentives plays a crucial role in promoting safety compliance. Research by Johnson et al. (2019) underscores the positive role of transactional leadership in reducing workplace accidents and incidents by setting clear expectations and ensuring employees adhere to safety protocols. This structured approach fosters a culture of accountability, in which individuals are aware of their responsibilities, thereby contributing to a safer work environment (Johnson et al., 2019).

Nevertheless, the negative effects of transactional leadership on workplace health and safety should not be underestimated. As discussed earlier, the rigidity of this leadership style can inadvertently stifle open communication and discourage employees from reporting safety concerns. Lu and Yang (2010) highlight that strict adherence to predefined rules and procedures may compromise safety, particularly in rapidly changing work environments. Employees may feel that their safety concerns are secondary to compliance, leading to a reluctance to report problems and latent safety risks within the workplace (Lu and Yang, 2010). The connection between transactional leadership and workplace health and safety is not one-size-fits-all. It depends on the organization's context and safety culture. In organizations with a strong safety culture, transactional leadership can be a valuable complement to existing safety practices. However, in organizations that value a more participative or transformational approach to safety, transactional leadership may not align with the desired safety outcomes (Smith and Brown, 2022). The impact of transactional leadership on workplace health and safety is significantly shaped by organizational characteristics, including the organization's size and structure. Large organizations with multiple hierarchical levels may find transactional leadership more suitable for ensuring safety compliance and coordination. In contrast, smaller and more agile organizations may perceive it as less accommodating (Johnson et al., 2019; Parker et al., 2020).

?The effect of transactional leadership on workplace health and safety cannot be generalized, as it depends on various factors. While it can effectively promote safety compliance and accountability, organizations must balance transactional leadership with other styles to accommodate adaptability and maintain employee well-being and job satisfaction. The alignment of leadership styles with safety culture, the consideration of environmental and organizational factors, and the continuous assessment and improvement of safety measures are pivotal for creating a safer and healthier work environment. By acknowledging the positive and negative aspects of transactional leadership, organizations can develop a more comprehensive strategy to ensure workplace health and safety while maintaining employee engagement and well-being.

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