This is a MUST READ for safety leaders. It is scientific proof that CULTURE MATTERS to safety, and how we establish a culture of safety is with AUTHENTIC LEADERSHIP (w/ empathy) and how this BUILDS TRUST in the organization – most importantly, how this builds trust with the workers who do the dirty and dangerous work and their immediate supervisor.
Research purpose: This study aimed to investigate the influence of authentic leadership on trust in supervisors, psychological safety, and work engagement. Another aim
was to determine whether trust in supervisors and psychological safety indirectly affected the relationship between authentic leadership and work engagement. Another
objective was to determine if authentic leadership indirectly influenced psychological safety through trust in supervisors.
Motivation for the study: Globally, businesses face many challenges that may be resolved if leaders are encouraged to be more authentic and employees more engaged. In this study, investigating the role of trust in supervisors and psychological safety on the relationship between authentic leadership and work engagement is emphasized.
Research design, approach, and method: This study was quantitative in nature and used a cross-sectional survey design. A sample of 244 employees within the South African mining industry completed the Authentic Leadership Inventory, Utrecht Work Engagement Scale, Workplace Trust Survey, and Psychological Safety Questionnaire.
Main findings: The results indicated that authentic leadership is a significant predictor of trust in supervisors and psychological safety. This study further found that authentic leadership had a statistically significant indirect effect on work engagement through trust in supervisors.
Practical or managerial implications: The main findings suggest that having more authentic leaders in the mining sector could enhance trust in these leaders. Authentic leadership thus plays an important role in creating a positive work environment. This work environment of authenticity and trust could lead to a more engaged workforce.
Contribution or value-add: Limited empirical evidence exists concerning the relationship between authentic leadership, work engagement, psychological safety, and trust in supervisors.
