INTERVENTION STRATEGIES FOR DEVELOPING A SAFETY LEADERSHIP KNOWLEDGE-BASED DECISION SUPPORT SYSTEM (KBDSS) IN CONSTRUCTION ANCHORED ON MODEL OF MORAL DEVELOPMENT AND INSTITUTIONAL FRAMEWORK

Abstract

Construction companies have implemented many safety initiatives to manage workplace safety, however, the promotion of change in employees’ attitudes does not appear to have been successful. This research seeks to identify the attributes and motivating factors of safety leadership, uncover how safety leadership fosters a safety culture and recommend intervention strategies to develop leaders to improve safety performance.

The research has concluded that the eight safety leadership practices derived are significant attributes of an effective safety leader. The normative force is the most significant motivational factor of safety leadership, followed by cultural-cognitive and regulative forces. The research also concluded that safety culture is moderately influenced by safety leadership, while institutional forces heavily influence safety leadership. Inclusively, this research has contributed a mechanism through the Safety Leadership KBDSS to help leaders understand the perceived differences among him, his peers and subordinates and their current level of leadership practices and moral thinking.