This research further develops the theories concerning climate strength in organizations. Climate strength is a measure for within-group variability in climate perceptions. We studied groups in 3 military fighting brigades, using a validated military safety-climate questionnaire to check the relationship between safety climate strength and two possible antecedents: leadership (transformational and passive), and interaction with group members (military cohesion). Statistical analysis confirmed our hypotheses. When analyzed separately, cohesion and transformational leadership correlated positively, and passive leadership correlated negatively with climate strength. When cohesion was analyzed in a combined model with passive leadership, both main and interaction effects on climate strength were found. However, when cohesion was included with transformational leadership only the interaction effect was significant. The results suggest that climate strength is influenced both by leadership style and group social interaction, and emphasize the conditions under which each antecedent is relevant to forming consensus. Theoretical and methodological implications are discussed.
|Number of pages||12|
|State||Published - Feb 2008|
Bibliographical noteFunding Information:
Financial support for this work was provided by the Safety Research Unit, Ministry of Defense, Tel Aviv Israel. I wish to thank all the soldiers and officers who participated in the study, Dov Zohar for inspiring me to write it, and finally Shahar Mendelson and Adi Luria for comments on an earlier version of this article.
- Climate strength
- Group social interaction
- Passive leadership
- Transformational leadership
ASJC Scopus subject areas
- Business and International Management
- Applied Psychology
- Sociology and Political Science
- Organizational Behavior and Human Resource Management