The Effect of Leader Behavior on After-Action Review (AAR) Outcomes Kelly A. Prange, Joseph A. Allen, & Roni Reiter-Palmon University of Nebraska at Omaha Results Results, cont’d Introduction Indirect Probes of Mediations Results from the Sobel test, b = 1.53, p = .126 did not support Hypothesis 3a while the bootstrapping analysis, 95% CI [0.01, 0.16], lends some support to Hypothesis 3a. Hypothesis 1: Supported Leader behavior in AARs was associated with AAR quality, r(88)= .58, p < .001, such that perceptions of more positive leader behaviors in AARs by attendees is related to increased ratings of the quality of AARs. Hypothesis 2a & 2b: Supported AAR quality was positively related to team safety norms, r(90)= .37, p < .001, and organizational safety norms, r(90)= .36, p = .001, such that higher ratings of AAR quality were associated with more positive perceptions of safety norms at the team and organizational level. Hypothesis 3a: Partially Supported Hypothesis 3b: Supported Leaders of firefighter departments continue to seek ways to reduce accidents and improve the safety and well-being of employees (Allen, Baran, & Scott, 2010). One way to improve safety in organizations is the development and maintenance of a climate for safety and norms for safe behavior (Dunn, Scott, Allen, & Bonilla, 2016; Zohar, 2000). Organizations with a strong climate of safety often have fewer accidents and injuries (Singer, Lin, Falwell, Gaba, & Baker, 2009; Zohar, 2000). After Action Reviews (AARs) are informal, reflective group meetings that prompt attendees to reflect on past events, enhance safety attitudes, and form shared frameworks for interpreting incidents (Weick, Sutcliffe, & Obstfeld, 2008). Attendees’ perceptions of their environment aide in the formation of attitudes toward that environment (e.g., safety norms), which in turn affect how attendees behave (Ajzen & Fishbein, 1980). Leaders create conditions that support effective and constructive AARs by creating an environment in which appropriate behavior in meetings is expected (Ravn, 2013). In addition, leaders facilitate effective meetings by exhibiting and visibly modeling appropriate and desired behaviors, such as open reflection, sharing information, and respectful interaction (Provost, Lanham, Leykum, McDaniel Jr, & Pugh, 2015). Leaders influence cultural expectations and norms within teams and organizations, and this influence may impact meeting outcomes first and then permeate the team and organization in the form of norm adjustments (Alvesson, 2011). The purpose of this study was to evaluate how leader behavior during AARs improves AAR meeting quality, thereby promoting positive team and organizational safety norms. Positive team facilitator behaviors Leader Behavior Meeting satisfaction & effectiveness AAR Quality Shared understanding of safe behavior Team & Organizational Safety Norms Discussion Summary of Results All hypotheses were supported, with the exception of Hypothesis 3a The mediation model confirms previous research and theory that postulates that AARs are important to the establishment of proactive safety norms (Allen et al., 2010; Tannenbaum & Cerasoli, 2013). Theoretical Implications AARs have an ability to influence norms concerning safety when good leader behaviors are present this study begins to open the “black box” of the meeting processes in AARs by investigating individual behaviors Practical Implications Promoting day-to-day, reflective AARs may help resolve important safety concerns and, in turn, avoid more formal debriefings Organizational leaders may look to training programs and reward systems to instill good meeting behaviors in leaders Future Directions/Limitations Test in other high-reliability organizations/professions (e.g., hospital, EMT) Methodological concerns Methods Participants Firefighters were recruited from a Midwest fire department. Participants were between the age of 23 and 57 years old (m = 41.62, sd = 6.94). 89 firefighters provided complete information and were used in the present study. Predictor variables were collected at one time point and the outcome at another time. Measures Leader Behavior in AARs. Crowe, Allen, & Scott (2013) AAR Quality. AAR effectiveness (Cohen, Rogelberg, Allen, & Luong, 2011) & AAR satisfaction (Briggs, Reinig, & de Vreede, 2006). Team Safety Norms. Zohar and Luria’s (2005) Organizational Safety Norms. Zohar and Luria’s (2005)