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• Longitudinal effects of empowering team leadership (ETL) were tested in nuclear plants. • ETL predicted team job satisfaction and team safety satisfaction. • Higher initial levels of ETL showed flatter (positive) slopes on team job and safety satisfaction. • Teams with lower initial levels of ETL showed steeper (positive) slopes on job and safety satisfaction. Team attitudes in critical infrastructures are essential to achieving reliable operations despite internal and external challenges, and empowering team leadership (ETL) may be an important precursor of these attitudes. The present study aimed to test whether ETL was related to teams' satisfaction trajectories, measured as changes in job satisfaction and safety satisfaction at three time points. Hypotheses were tested in a sample of 48 teams from two Spanish nuclear facilities in three different waves (2008, 2011, and 2014). Growth Modeling using hierarchical linear models with SPSS 20.0 revealed that ETL was positively related to initial levels of teams' job and safety satisfaction, and that teams with greater increases in ETL over time also showed greater increases in job satisfaction and safety satisfaction over time. Implications of these findings for safety research are outlined, as well as their practical implications. [ABSTRACT FROM AUTHOR]

• Mindful organizing is a team mediator between leadership and safety performance. • Empowering leadership is positively associated to mindful organizing. • Mindful organizing relates to positive changes on safety compliance. • Managers in HROs should be concerned about developing mindful organizing. • Empowering leaders can contribute to develop mindful organizing in their teams. The aim of this paper is to develop and test a model in which empowering leadership is expected to contribute to developing mindful organizing, which in turn should contribute to safety compliance and safety participation. Empowering leadership was measured at Time 1, and the rest of the variables were measured two years later (Time 2). The sample used for the analyses in this study included 49 teams and 200 employees from a company in the nuclear generation industry with three different sites. The multilevel structural equation analysis performed to test the proposed model revealed an acceptable fit, and most of the paths were statistically significant and presented the expected sign. Results supported mindful organizing as a full mediator in the relationship between empowering leadership and the change in safety compliance. However, the mediator role of mindful organizing in the relationship between empowering leadership and the change in safety participation was not supported. Implications of these findings for the development of a theoretical framework for mindful organizing and practical implications are outlined. [ABSTRACT FROM AUTHOR]

• Development of a Spanish version of the Mindful Organizing Scale (MOS). • The unidimensional structure of the Mindful Organizing Scale is supported. • Reliability analysis indicated that the scale had good internal consistency. • Evidence of within team agreement of mindful organizing scores. • Evidence of discriminant validity for the mindful organizing scores. Mindful organizing (also known as collective mindfulness) is a team level construct that is said to underpin the principles of high-reliability organizations (HROs), as it has shown to lead to almost error-free performance. While mindful organizing research has proliferated in recent years, studies on how to measure mindful organizing are scarce. Vogus and Sutcliffe (2007) originally validated a nine-item "Mindful Organizing Scale" but few subsequent validation studies of this scale exist. The present study aimed to validate a Spanish version of the Mindful Organizing Scale. The sample included 47 teams (comprising of a total of 573 workers with an average team size of 12.19) from a Spanish nuclear power plant. A confirmatory factor analysis (CFA), reliability analysis, and an analysis of aggregation indices were carried out. A correlation analysis and CFA were used to further validate the scale in terms of its distinctiveness from, and relationship with, other team-related variables such as safety culture, team safety climate, and team learning. Finally, evidence of criterion-related validity was collected by testing the incremental validity of the mindful organizing scale in the association with various workplace safety outcomes (safety compliance and safety participation). The results confirmed a unidimensional structure of the scale and indicated satisfactory internal consistency. Aggregation of the scores to the team level was justified while significant positive correlations between mindful organizing and other team-related variables (safety culture, team safety climate, team learning) were found. Moreover, mindful organizing showed distinctiveness from safety culture, team safety climate and team learning. Finally, incremental validity of the scale was supported, as it shows to be associated with safety compliance and safety participation above and beyond other related constructs. The Spanish version of the Mindful Organizing Scale has shown to be a valid and reliable scale that can be used to measure mindful organizing. The validation of the unidimensional Spanish version of Vogus and Sutcliffe's (2007) Mindful Organizing Scale provides researchers and practitioners with a reliable and valid tool to use in Spanish speaking organizations to measure mindful organizing, which has been shown to result in more reliable performance. Theoretically, this study offers four contributions. Firstly, it validates a scale that operationalizes the 'mindful organizing' construct in a traditional high-reliability organization (nuclear power plant) which has never been done before. Secondly, it offers evidence that a mindful organizing scale can be validated in a new cultural context and language (Spanish) to any of the previous studies done before it. Thirdly, it adds to our understanding of mindful organizing's nomological network by distinguishing it from other team and safety-related variables. Lastly, it builds on current research showing sound psychometric properties of a one-dimensional, quantitative measure of mindful organizing. [ABSTRACT FROM AUTHOR]

This paper presents the Safety Culture Enactment Questionnaire (SCEQ), designed to assess the degree to which safety is an enacted value in the day-to-day running of nuclear power plants (NPPs). The SCEQ is based on a theoretical safety culture model that is manifested in three fundamental components of the functioning and operation of any organization: strategic decisions, human resources practices, and daily activities and behaviors. The extent to which the importance of safety is enacted in each of these three components provides information about the pervasiveness of the safety culture in the NPP. To validate the SCEQ and the model on which it is based, two separate studies were carried out with data collection in 2008 and 2014, respectively. In Study 1, the SCEQ was administered to the employees of two Spanish NPPs (N = 533) belonging to the same company. Participants in Study 2 included 598 employees from the same NPPs, who completed the SCEQ and other questionnaires measuring different safety outcomes (safety climate, safety satisfaction, job satisfaction and risky behaviors). Study 1 comprised item formulation and examination of the factorial structure and reliability of the SCEQ. Study 2 tested internal consistency and provided evidence of factorial validity, validity based on relationships with other variables, and discriminant validity between the SCEQ and safety climate. Exploratory Factor Analysis (EFA) carried out in Study 1 revealed a three-factor solution corresponding to the three components of the theoretical model. Reliability analyses showed strong internal consistency for the three scales of the SCEQ, and each of the 21 items on the questionnaire contributed to the homogeneity of its theoretically developed scale. Confirmatory Factor Analysis (CFA) carried out in Study 2 supported the internal structure of the SCEQ; internal consistency of the scales was also supported. Furthermore, the three scales of the SCEQ showed the expected correlation patterns with the measured safety outcomes. Finally, results provided evidence of discriminant validity between the SCEQ and safety climate. We conclude that the SCEQ is a valid, reliable instrument supported by a theoretical framework, and it is useful to measure the enactment of safety culture in NPPs. [ABSTRACT FROM AUTHOR]

Objective A major concern for coaches is the transmission of effective information in the moments before sport practice, when they communicate to players what they are supposed to do and how (Rink, 1994). The present study's main objective was to cover a gap in the sport psychology measurement field and to develop and validate a quantitative self-report instrument to measure the effectiveness of coaches' task presentation for athletes. The resulting instrument was the Escala de Presentación de las Tareas por Parte del Entrenador (EPTE ) [Coach's Task Presentation Scale]. Design The two studies developed to validate the EPTE used a cross-sectional research design. Method Participants in Study 1 included 830 college athletes aged between 18 and 27, who completed the EPTE. Participants in Study 2 included 677 college athletes aged between 17 and 29, who completed the EPTE and other questionnaires measuring coach's interpersonal style (autonomy support and controlling style) and basic psychological needs satisfaction/thwarting. Study 1 comprised translation, item formulation and examination of the reliability and factorial structure of the EPTE. Study 2 provided evidence of factorial validity and evidence of validity based on relationships with other variables in the context of the Self Determination Theory (Deci & Ryan, 2000). Results The results of reliability analysis and the different sources of validity provided, demonstrated the instrument's adequacy in terms of psychometric properties. Conclusions The EPTE is a valid, reliable scale that can be used to measure the effectiveness of task presentation by coaches, according to the perception of athletes. [ABSTRACT FROM AUTHOR]

Abstract: Introduction: Group safety climate is a leading indicator of safety performance in high reliability organizations. Zohar and Luria (2005) developed a Group Safety Climate scale (ZGSC) and found it to have a single factor. Method: The ZGSC scale was used as a basis in this study with the researchers rewording almost half of the items on this scale, changing the referents from the leader to the group, and trying to validate a two-factor scale. The sample was composed of 566 employees in 50 groups from a Spanish nuclear power plant. Item analysis, reliability, correlations, aggregation indexes and CFA were performed. Results: Results revealed that the construct was shared by each unit, and our reworded Group Safety Climate (GSC) scale showed a one-factor structure and correlated to organizational safety climate, formalized procedures, safety behavior, and time pressure. “Impact on Industry: This validation of the one-factor structure of the Zohar and Luria (2005) scale could strengthen and spread this scale and measure group safety climate more effectively. [Copyright &y& Elsevier]

Abstract: Despite the large body of work on team leadership, hardly any literature has dealt with team leadership in safety performance settings. The goal of the present study is to analyze how team leader behaviors influence team members’ safety performance in nuclear power plants. For this purpose, an empowering leadership approach was assessed. We consider a multilevel model in which safety performance is divided into three types of behaviors. The sample was composed of 479 workers in 54 groups from two Spanish nuclear power plants. The results suggested that leaders’ empowering behaviors generated higher safety compliance behaviors and higher safety participation behaviors by team members, whereas risky behaviors were reduced. Empirical support was found for hierarchical linear modeling linking leadership and safety performance behaviors. Practical implications, study limitations and directions for future research are discussed. [Copyright &y& Elsevier]

Abstract: Leadership is considered an essential element in guaranteeing the safe running of organizations. The purpose of the present study is to find out how leader behaviours influence employees’ safety behaviours (perceived safety behaviours) in the nuclear field. In an attempt to answer this question, the authors of this research have considered the way this influence is exercised, taking into consideration some important factors like safety culture and safety climate. To achieve this, the empowerment leadership model, based on a behavioural approach to leadership, was used. The sample was made up of 566 employees from a Spanish nuclear power plant. The results indicated that when safety culture was strong, leader behaviour generated a higher safety climate among the members, which predicted their perceived safety behaviours. Support was found for a structural model linking leadership and safety behaviour to safety culture and safety climate. The implications of these findings for the theory of safety and the way they can be put into practice are outlined. [Copyright &y& Elsevier]

Abstract: Introduction: Safety participation is of paramount importance in guaranteeing the safe running of nuclear power plants. Method: The present study examined the effects of empowering leadership on safety participation. Results: Based on a sample of 495 employees from two Spanish nuclear power plants, structural equation modeling showed that empowering leadership has a significant relationship with safety participation, which is mediated by collaborative team learning. In addition, the results revealed that the relationship between empowering leadership and collaborative learning is partially mediated by the promotion of dialogue and open communication. Conclusions: The implications of these findings for safety research and their practical applications are outlined. Impact on Industry: An empowering leadership style enhances workers'' safety performance, particularly safety participation behaviors. Safety participation is recommended to detect possible rule inconsistencies or misunderstood procedures and make workers aware of critical safety information and issues. [Copyright &y& Elsevier]