Leaders create culture: A safety culture training program for leaders in the construction industry

Background: Over the past thirty years, researchers identified the components of organizational safety culture as well as its determinants (e.g., leadership) and outcomes (e.g., safety performance). The specific methods of creating and sustaining a positive safety culture, however, are still unclear. The goal of this project was to develop and evaluate an intervention aimed at enabling construction companies to sustain a high level of safety culture.

Methods: A safety culture training program for leaders in the construction industry was developed. Approximately 150 front-line leaders (e.g., foreman and site superintendents) were trained on the principles of safety culture and active safety leadership. The effectiveness of the program was evaluated by surveying all trainees and their crews on safety climate perceptions and safety performance before and after the training. Trainees were also asked to complete knowledge questions before and after training.

Results: Preliminary findings indicate that the training program content and delivery was well received by all participants. We expect to find significant increases in safety culture perceptions and safety behaviors among all participating contractors as well as significant increases in safety culture knowledge among all trainees.

Conclusions: Front-line leaders in the construction industry have a significant influence over the safety performance of their crews. The priority that they place on safety through their words and actions inform their crews what behaviors are expected of them. Training leaders on the principles of safety culture and active safety leadership will allow construction companies to take safety and health efforts to the next level.