Safety Leadership and Safety Culture Enhancement in Construction Projects: the Case of Ma Wan Tunnel Project

LI Li; WANG Yao; WU Han; LI Baojun; GUO Hongling; HUANG Yuecheng; FANG Dongping

doi:10.3724/j.gyjzG23021204

Volume 54 Issue 2

Feb. 2024

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LI Li, WANG Yao, WU Han, LI Baojun, GUO Hongling, HUANG Yuecheng, FANG Dongping. Safety Leadership and Safety Culture Enhancement in Construction Projects: the Case of Ma Wan Tunnel Project[J]. INDUSTRIAL CONSTRUCTION, 2024, 54(2): 73-79. doi: 10.3724/j.gyjzG23021204

Citation:

LI Li, WANG Yao, WU Han, LI Baojun, GUO Hongling, HUANG Yuecheng, FANG Dongping. Safety Leadership and Safety Culture Enhancement in Construction Projects: the Case of Ma Wan Tunnel Project[J]. INDUSTRIAL CONSTRUCTION, 2024, 54(2): 73-79. doi: 10.3724/j.gyjzG23021204

Citation:

LI Li, WANG Yao, WU Han, LI Baojun, GUO Hongling, HUANG Yuecheng, FANG Dongping. Safety Leadership and Safety Culture Enhancement in Construction Projects: the Case of Ma Wan Tunnel Project[J]. INDUSTRIAL CONSTRUCTION, 2024, 54(2): 73-79. doi: 10.3724/j.gyjzG23021204

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Safety Leadership and Safety Culture Enhancement in Construction Projects: the Case of Ma Wan Tunnel Project

doi: 10.3724/j.gyjzG23021204

1. Shenzhen Urban Public Safety and Technology Institute, Shenzhen 518046, China;
2. Department of Construction Management, Tsinghua University, Beijing 100084, China;
3. Shenzhen Transportation Public Facilities Construction Center, Shenzhen 518040, China

Received Date: 2023-02-12
Available Online: 2024-04-23

Abstract

Abstract

Construction accidents are primarily and directly caused by unsafe behavior. Traditional safety intervention techniques based on behavioral safety are restricted to rewards and punishments, which have a limited capacity for sustainability, and the intervention effect declines noticeably as intervention time increases. Based on the (Leadership-Culture-Behavior) LCB theory of construction safety, the aim of this study is to develop a targeted LCB intervention approach, and through comprehensive LCB intervention, to enhance the safety management of construction projects. In order to establish the goals of the intervention, the case project’s performance in terms of safety leadership, safety culture, and safety management behavior was first assessed by using the LCB measuring scale. Following the identification of five interventions using LCB theory, an intervention program was developed based on on-site research and interviews. Finally, LCB measurement during the observation period and another LCB measurement during the follow-up period were undertaken to validate the sustainability of the intervention effects. The results indicated that the developed intervention program achieved significant and sustained improvements in the three LCB dimensions of attention to respect, education and training, and safety education. The methods described in this paper can be used as a reference for similar programs to conduct safety interventions, enriching LCB intervention practices and further deepening LCB theory.
- safety management behavior,
- safety leadership,
- safety culture

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References(39)

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