Construction site managers play a critical role in occupational safety in the construction industry. This study aimed to develop and test a method for training construction site managers in positive feedback and active listening by incorporating the behavioral training components of behavior analysis, goal setting, practice with behavior feedback, homework, and maintenance planning into individualized behavior-based safety-leadership training (IBST), and to assess the effect of IBST on construction site managers\' safety-leadership behaviors and performance.
In a naturalistic randomized controlled trial, construction site managers were randomly assigned to an experimental group (n = 16) or a control group (n = 19). The experimental-group managers received IBST, while the control-group managers received no training. Paired sample t-tests on pre- to post-training (i.e., six weeks after the final training session) were performed separately for the experimental- and control-group managers.
The safety-leadership behaviors of the experimental-group managers improved in terms of favorable feedback (d = 0.99, p <.01), safety-specific feedback (d = 0.89, p =.02), behavior-specific feedback (d = 0.66, p =.02), antecedent listening (d = 0.68, p =.02), and consequential listening (d = 0.78, p =.01). In addition, safety-leadership performance improved in terms of transformational leadership (d = 0.78, p =.01) and contingent-reward leadership (d = 0.64, p =.02). No significant change was found for the control-group managers.
The results indicate that behavior analysis, goal setting, practice with behavior feedback, homework, and maintenance planning are effective behavioral training components of safety-leadership training. Positive feedback and active listening were also found to be important behavioral requisites for transformational and contingent-reward leadership.
IBST can be used to develop occupational safety in the construction industry by improving construction site managers\' safety-leadership behaviors and performance.

BACKGROUND: Toxic work culture contributes to healthcare worker burnout and attrition, but little is known about how healthcare organizations can systematically create and promote a culture of civility and collegiality.
OBJECTIVE: To analyze peer-to-peer positive feedback collected as part of a systematized mortality review survey to identify themes and recognition dynamics that can inform positive organizational culture change.
METHODS: Convergent mixed-methods study design.
METHODS: A total of 388 physicians, 212 registered nurses, 64 advanced practice providers, and 1 respiratory therapist at four non-profit hospitals (2 academic and 2 community).
METHODS: Providing optional positive feedback in the mortality review survey.
METHODS: Key themes and subthemes that emerged from positive feedback data, associations between key themes and positive feedback respondent characteristics, and recognition dynamics between positive feedback respondents and recipients.
RESULTS: Approximately 20% of healthcare workers provided positive feedback. Three key themes emerged among responses with free text comments: (1) providing extraordinary patient and family-centered care; (2) demonstrating self-possession and mastery; and (3) exhibiting empathic peer support and effective team collaboration. Compared to other specialties, most positive feedback from medicine (70.2%), neurology (65.2%), hospice and palliative medicine (64.3%), and surgery (58.8%) focused on providing extraordinary patient and family-centered care (p = 0.02), whereas emergency medicine (59.1%) comments predominantly focused on demonstrating self-possession and mastery (p = 0.06). Registered nurses (40.2%) provided multidirectional positive feedback more often than other clinician types in the hospital hierarchy (p < 0.001).
CONCLUSIONS: Analysis of positive feedback from a mortality review survey provided meaningful insights into a health system\'s culture of teamwork and values related to civility and collegiality when providing end-of-life care. Systematic collection and sharing of positive feedback is feasible and has the potential to promote positive culture change and improve healthcare worker well-being.

[This corrects the article DOI: 10.3389/fpsyg.2022.862946.].

Background: Previous research has paid less attention to examine the mechanisms through which positive feedback affects employees\' organizational citizenship behavior (OCB). Moreover, the use of cross-sectional data in most previous research has prevented researchers to make accurate inferences about the mediating processes between feedback and OCB. Given that, more research is required to understand the ways feedback enhances OCB. Purpose: This study sought to explain how positive feedback may affect employees\' OCB. Specifically, a mediating role of organization-based self-esteem (OBSE) in linking positive feedback and OCB was examined in a three-wave time-lagged model. Method: Data were gathered from full-time employees and their supervisors from private banks in two districts of Southern Punjab (N=264). A three-wave time-lagged autoregressive mediation model was tested by using partial least squares structural equation modeling. Results: The results of time-lagged multiple linear regression analyses indicate that positive feedback predicts OBSE, which in turn partially mediates the feedback-OCB relationship. Conclusion: This study concludes that positive feedback itself is less explicative in describing its effect on employees\' OCB. Other mechanisms such as OBSE can explain why positive feedback enhances OCB.