Natalie V Schwatka1, Linda M Goldenhar2, Stefanie K Johnson3, Marissa A Beldon4, Jamie Tessler5, Jack T Dennerlein6, Mark Fullen7, Hao Trieu8. 1. Center for Health, Work & Environment and Department of Environmental & Occupational Health, Colorado School of Public Health, University of Colorado, Anschutz Medical Campus, 13001 E. 17(th) Pl., 3(rd) Floor, Mail Stop B119 HSC, Aurora, CO 80045, USA. Electronic address: natalie.schwatka@ucdenver.edu. 2. CPWR - The Center for Construction Research and Training, 8484 Georgia Ave Suite 1000, Silver Spring, MD 20910, USA. Electronic address: lgoldenhar@cpwr.com. 3. Leeds School of Business, University of Colorado Boulder, 995 Regent Drive 419UCB, Boulder, CO 80309, USA. Electronic address: Stefanie.Johnson@Colorado.edu. 4. Leeds School of Business, University of Colorado Boulder, 995 Regent Drive 419UCB, Boulder, CO 80309, USA. Electronic address: Marissa.beldon@colorado.edu. 5. Office of Environmental Health and Safety, Northeastern University, 360 Huntington Avenue/RP 320, Boston, MA 02115., USA. Electronic address: j.tessler@northestern.edu. 6. Bouvé College of Health Sciences, Northeastern University, Robinson Hall, Room 301, 360 Huntington Avenue, Boston, MA 02115, USA. Electronic address: j.dennerlein@northeastern.edu. 7. West Virginia University Safety & Health Extension, 3604 Collins Ferry Road, Morgantown, WV 26505, USA. Electronic address: m.fullen@mail.wvu.edu. 8. Bouvé College of Health Sciences, Department of Physical Therapy, Movement, and Rehabilitation Sciences, Northeastern University, Mail: 301 Robinson Hall, 360 Huntington Avenue, Boston, MA 02115, USA. Electronic address: h.trieu@northeastern.edu.
Abstract
INTRODUCTION: The 2.5 h Foundations for Safety Leadership (FSL) training program teaches construction supervisors the leadership skills they need to strengthen jobsite safety climate and reduce adverse safety-related outcomes. METHODS: Using a quasi-experimental prospective switching replications study design, we examined (1) if FSL-trained jobsite safety leaders would report improved understanding and practice of the FSL leadership skills, safety practices and crew reporting of safety related conditions, and (2) if their crew perceived a change in (a) their supervisors' practices, (b) their own safety practices and reporting of safety-related conditions, and (c) overall jobsite safety climate. Twenty construction sub-contracting companies were recruited and randomly assigned to either an early or lagged-control training group. Participating supervisors and workers completed surveys at multiple time points before and after the FSL training. We used linear mixed modeling to test changes over time. RESULTS: Only supervisors in the early group reported a statistically significant improvement in their understanding and practice of the leadership skills as well as safety practices from before to 2- and 4-weeks post-training. Overall, no significant change was detected in crew-reported outcomes from before to after their supervisors' participated in the FSL training. CONCLUSIONS: These results provide evidence that the FSL training can, at least in the short-term, improve construction frontline leaders' jobsite leadership skills. Future research could include an evaluation of FSL refresher activities and a longer-term follow-up. Practical applications: The Foundations for Safety Leadership (FSL) program fills an identified need for construction frontline supervisors to learn and practice critical safety leadership skills on the jobsite. It has already reached over 60,000 leaders and has the potential to reach over 100,000 each year during either an OSHA 30-h or a stand-alone course.
RCT Entities:
INTRODUCTION: The 2.5 h Foundations for Safety Leadership (FSL) training program teaches construction supervisors the leadership skills they need to strengthen jobsite safety climate and reduce adverse safety-related outcomes. METHODS: Using a quasi-experimental prospective switching replications study design, we examined (1) if FSL-trained jobsite safety leaders would report improved understanding and practice of the FSL leadership skills, safety practices and crew reporting of safety related conditions, and (2) if their crew perceived a change in (a) their supervisors' practices, (b) their own safety practices and reporting of safety-related conditions, and (c) overall jobsite safety climate. Twenty construction sub-contracting companies were recruited and randomly assigned to either an early or lagged-control training group. Participating supervisors and workers completed surveys at multiple time points before and after the FSL training. We used linear mixed modeling to test changes over time. RESULTS: Only supervisors in the early group reported a statistically significant improvement in their understanding and practice of the leadership skills as well as safety practices from before to 2- and 4-weeks post-training. Overall, no significant change was detected in crew-reported outcomes from before to after their supervisors' participated in the FSL training. CONCLUSIONS: These results provide evidence that the FSL training can, at least in the short-term, improve construction frontline leaders' jobsite leadership skills. Future research could include an evaluation of FSL refresher activities and a longer-term follow-up. Practical applications: The Foundations for Safety Leadership (FSL) program fills an identified need for construction frontline supervisors to learn and practice critical safety leadership skills on the jobsite. It has already reached over 60,000 leaders and has the potential to reach over 100,000 each year during either an OSHA 30-h or a stand-alone course.
Authors: Ty Murphy; Hadi Aldossari; Lorri Birkenbuel; Scott Rosenthal; Daniel Autenrieth; Michael McGivern; David Gilkey Journal: Min Metall Explor Date: 2021-08-13
Authors: Natalie V Schwatka; Miranda Dally; Erin Shore; Liliana Tenney; Carol E Brown; Joshua G Scott; Lynn Dexter; Lee S Newman Journal: BMC Public Health Date: 2022-05-24 Impact factor: 4.135
Authors: Jack T Dennerlein; Mara Eyllon; Suzanne Garverich; Daniel Weinstein; Justin Manjourides; Steven P Vallas; Alisa K Lincoln Journal: J Occup Environ Med Date: 2021-12-01 Impact factor: 2.162
Authors: Jeanne M Sears; Beryl A Schulman; Deborah Fulton-Kehoe; Sheilah Hogg-Johnson Journal: Ann Work Expo Health Date: 2021-06-12 Impact factor: 2.779