Safety Leadership and Safety Performance in Health Organization: A Systematic Review

Main Article Content

สุทธิชารัตน์ จันติยะ
เพชรน้อย สิงห์ช่างชัย
พัชราภรณ์ อารีย์


          Safety leadership results in safety practices of  staff in every organization that focuses on safety. Research objectives for systematic review of evidence to safety leadership and safety practices of health organizations Search for research papers from national and international database journals. Published during 2009 - 2018. The characteristics of research studies were statistically analyzed using descriptive statistics including frequency and percentage. The assessment of the quality of research studies included 10 articles from 2 researchers using the criteria for quality evaluation according to research standards. The reliability was 82 percent (according to the criteria) using Kappa statistic . The test revealed that there was no significant difference between the assessors (k = .026, p = .83)

          The results showed that the researches mostly used the concepts of safety leadership mostly included integrated concept as the samples (n=5) and  the concept of  transformation leadership mostly used the integrated concept  (n = 3). In addition, the researcher mostly used safety performance in health organizations , include safety participation and safety compliance (n=7). Safety leadership has relationship and direct effect on safety performance in health organizations (n ​​= 6). The study shows that health organizations to focus on the concept of safety leadership and safety performance. However, there should be experimental research studies and long-term follow-up of the outcomes to provide a characteristics pattern of safety leadership in health care organizations, which will benefit health organization executives in the further


Download data is not yet available.

Article Details

บทความวิจัย (Research articles)


1)Alidrisi, H. M.,& Mohamed, S. (2007). Systematic Review of Safety Leadership: A Fresh Perspective. Research Gate. Retrieved (2018, November 3) From

2) Bernard, M. B. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9-32.

3) Berninghoff1, K. P., Cortes, V. J., Sprague, T.,Aye Z.C., Greiving, S.,Głowacki, W., & Sterlacchini, S. (2014). The connection between long-term and short-term risk management strategies for flood and landslide hazards: examples from land-use planning and emergency management in four European case studies. Retrieved (2018, September 2) from

4) Cooper, M.D. (2010a). Safety leadership. Retrieved (2018, May) from www.behavioral- -leadership

5) Cohen, J. (1960). A coefficient of agreement for nominal scales. Educational and Psychological Measurement, 20(1), 37-46.

6) Jha, A.K., Larizgoitia, I., Waters, H.,& Bates, D.W. (2013). The global burden of unsafe medical care: analytic modelling of observational studies. BMJ quality & safety, 22(10), 809- 815.

7) Khazada, B., Naeem,S. & Butt, H. (2018). Impact of Transformational Leadership on Job Satisfaction and Patient Safety Outcomes in Health Sector of Pakistan. Journal of Health Education Research & Development. Retrieved (2018, August 30) from
8) job-satisfaction-and-patient-safety-outcomes-in-health-sector-of-pakistan-2380-5439- 1000251-100458.html
Kmet, L M, Lee, R.C. & Cook, L.S. (2004). Standard quality assessment criteria for evaluating primary research papers from a variety of fields. Retrieved 2018, November 30) From evaluating-primary-research-papers-from-a-variety-of-fieldsCanada: Interpret Design Inc

9) Lee, Y.H. &Yang, C C. (2013). A Multi-Level of Patient Safety Culture Effect on Safety Performance: The Case of Nurse. Global Journal of Management And Business Research, [Sl.],. Retrieved (2018, February 10) from

10) Lievens, I., & Vlerick P. (2013). Transformational leadership and safety performance among nurses: the mediating role of knowledge-related job characteristics. Journal Advanced Nurse. Retrieved (2018, May 1 ) from

11) Lun,C.J.,& Wahab ,S. R. A. (2017). The effects of safety leadership on safety performance in Malaysia. Saudi Journal of Business and Management Studies. Retrieved (2018, October 20) from
Molnar, M.M., Schwarzl, U. V. T., Hellgren J., Hasson H., & Tafvelin S.(2018). Leading for Safety: A Question of
12) Leadership Focus. Journal of Safety and Health at Work Retrieved (2018, July 1) from

13) Mullen, J.E .& Kelloway, E.K. (2009). Safety leadership: A longitudinal study of the effects of
transformational leadership on safety outcomes. Journal of Occupational and Organizational Psychology. Retrieved (2018, June 20) from

14) Mattson, M., Hellgren, J., & Goransson, S. (2015). Leader communication approaches and patient safety: An integrated model. Journal of Safety Research. Retrieved (2018, October 25) from

15) Mullen, J., Kelloway, E. K.,& Teed, M.(2011). Inconsistent style of leadership as a predictor of safety Behavior. An International Journal of Work, Health & Organizations. Retrieved (2018, September 2) from

16) Neal, A., & Griffin, M.A. (2006). A study of the lagged relationships among safety climate, safety motivation, safety behavior, and accidents at the individual and group levels. Journal of Applied Psychology, 91, 946-953.

17) Tengilimoglu, D., Celik, E., & Guzel A. (2016). The effect of safety culture on safety performance: intermediary role of job satisfaction. British Journal of Economics, Management & Trade. Retrieved (2018, September 2) from

18) The Joanna Briggs Institute. (2016). New JBI levels of evidence. Retrieved (2016, May 1) From

19) Russell, R.F. (2001). The role of values in servant leadership. Leadership & Organization Development Journal, 22(2), 76-84.

20) Wu, T. C., Chen, C. H., & Li, C.C.(2008). A correlation among safety leadership, safety climate and safety performance. Journal of Loss Prevention in the process industries. 21(3) 307-318.

Most read articles by the same author(s)

1 2 > >>