RELATIONSHIP MODEL OF LEADERSHIP MATURITY AND SAFETY PERFORMANCE: CONSTRUCTION OCCUPATIONAL SAFETY MANAGEMENT IN INDONESIA’S GOVERNMENT PROJECTS

• Main Author: Viby Indrayana, Desiderius
• Format: Dissertations
• Language: Indonesia
• Subjects: Teknik sipil
• Online Access: https://digilib.itb.ac.id/gdl/view/72200
• Institution: Institut Teknologi Bandung

The construction industry has a high level of safety risk, and Indonesia is no exception. Safety leadership is the main factor in shaping construction safety performance which is manifested through zero accident conditions. In the context of Indonesian government construction projects, the leader with the greatest level of influence is the project owner represented by the Commitment Making Officer (PPK). Therefore, this study aims to develop a model of the relationship between safety leadership maturity of project owners and construction project safety performance. The construction safety leadership maturity model is determined by 5 independent variables which already been validated by experts, namely: 1) property maturity and leader character; 2) psychosocial maturity; 3) participatory maturity; 4) maturity of public communication; and 5) safety competency maturity. These five variables form the project's safety performance as the dependent variable. Data collection through a survey was conducted on 323 respondents from government construction projects (particularly the Ministry of Public Works and Housing and the Ministry of Transportation of the Republic of Indonesia). The results with the Structural Equation Modelling (SEM) analysis through AMOS software show that PPK leadership maturity is still low. The highest maturity variable is the participatory aspect and the lowest is the leader's property dan character aspect. The PPK's contribution which describes its maturity is divided into three stages, namely before the project is implemented, during the project implementation, and when the project accident occurs. The main contribution before the implementation of the project was in the PPK's efforts to ensure the selection of contractors who have a good construction work safety management system standard. At the project implementation stage, PPK supervision becomes the main thing. Contributions to these two stages are expected to result in zero accidents on the project, and finally the PPK must still ensure the speed of handling if an accident occurs on the project Through the results of leadership maturity calculations, PPKs tend to have a transactional leadership style that is weaker than a transformational leadership style. Ownership of the two leadership styles above is referred to as full range leadership. To assess the PPK maturity in particular, there are two methods through the instruments based on dominant indicators of leadership maturity model. The first method is an assessment by the Kuasa Pengguna Anggaran (KPA) and the second is a self-assessment by PPK itself. This research requires PPK to have leadership maturity to carry out substantive tasks related to safety, not only administrative. This is a recommendation to complement the laws and regulations governing the duties and responsibilities of PPK. Furthermore, the role of the project owner who has focused on the substance of safety also needs to be complemented by administrative tasks to ensure safe and orderly project implementation.