Work-Related Violence: How Leadership And Culture Reduce The Risk

Work-related violence is a serious, and by several measures a growing, risk in Australian workplaces.

Safe Work Australia research has found that more than a third of workers report experiencing some form of violence or aggression at work, and that serious workers’ compensation claims for being assaulted on the job have more than doubled since 2000-01. It is not a fringe issue, and it is not confined to a few high-risk roles.

Behind the policies and the training sits something harder to write into a procedure: leadership and culture.

This article looks at why they are the strongest controls, where the risk tends to concentrate, how a safety culture helps prevent it, and the specific things leaders at every level can do.

What is work-related violence?

It involves incidents in which a person is abused, threatened or assaulted in circumstances relating to their work.

The term covers a broad range of behaviours that create a risk to health and safety, including what is sometimes described as challenging behaviour or behaviours of concern.

It affects both physical and psychological health and safety, and the two often overlap.

Under work health and safety law, employers have a duty to provide a safe workplace, so far as is reasonably practicable, for employees, contractors, volunteers and others who may be connected with the workplace.

That duty covers occupational violence and aggression, and it extends to the psychological environment as well as the physical one.

Where the risk is highest

The risk is not spread evenly. Safe Work Australia reports that clients and customers are the most common source of these incidents, and that health care and social assistance is among the most affected industries, alongside public administration and safety.

Knowing where exposure concentrates helps leaders focus their controls rather than treat every role the same.

Why leadership and culture are the strongest controls

Policies and training matter, but they only work when the culture around them supports them.

Leadership and culture shape whether people follow a procedure, whether they report an incident, and whether they feel able to speak up before a situation escalates.

Organisations that manage occupational violence and aggression well have usually spent real time building an environment where employees are trained to identify, report and resolve issues, and where speaking up is expected rather than risky.

A clear, consistently held standard sits at the centre of that. Many organisations describe it as a zero-tolerance stance toward serious conduct such as violence at work, backed by leaders who model the behaviour they expect.

It is as much about standing up for a colleague as it is about calling out misconduct directed at an individual.

When that standard is visible in what leaders say and do, it becomes the norm rather than a poster on the wall.

How a safety culture helps prevent work-related violence

Culture is often described as the unwritten rules that guide how people behave, interact and go about their work.

A strong safety culture goes a long way toward preventing and managing work-related illness and injury, including incidents of violence and aggression.

WorkSafe authorities in Australia describe a positive safety culture as one that:

• has leaders who are vocal and proactive in promoting employee safety
• has policies and procedures to prevent and manage violence and aggression, and promotes compliance with them
• consistently recognises employees for prioritising safety
• seeks out and implements better ways of preventing incidents
• gives employees genuine opportunities to speak up and have input into decisions
• is clear about everyone’s roles, responsibilities and the outcomes they are working toward
• helps teams across the organisation work together to solve safety problems
• gives employees the skills, knowledge, support and resources to work safely
• encourages open discussion and reporting of incidents involving violence and aggression
• encourages people to report emotional distress from exposure to these incidents, and provides appropriate support

Leaders can encourage this through the alignment of their own behaviour, clear policies and procedures, and effective training, such as a workplace occupational violence and aggression course.

Related training on workplace bullying and respectful behaviour reinforces the same culture.

6 leadership responsibilities for prevention

Leaders at every level shape the safety culture. WorkSafe authorities in Australia point to a set of responsibilities that help prevent occupational violence and aggression.

Six stand out:

1. Consult and make it safe to speak up: Create genuine opportunities for people to raise risks and their ideas for managing them.
2. Help everyone understand their role: Support teams inside and outside the organisation to understand how they contribute to managing the risk, and to work together on it.
3. Model the behaviour you expect: Visibly comply with policies and the standards of conduct you are asking others to meet.
4. Provide the right support and resources: Give people the information, feedback and resources to do their jobs and manage work demands, including extra support during difficult periods such as organisational change.
5. Support those affected: Provide assistance for anyone struggling with the potential for, or the aftermath of, violence and aggression at work.
6. Set and hold the standard: Maintain clear, consistent expectations on conduct and safety, and hold a firm line on serious issues such as assault or threats.

Key Takeaways

• Work-related violence is a significant and rising risk in Australian workplaces, and it affects psychological as well as physical safety.
• Employers have a duty to provide a safe workplace, so far as is reasonably practicable, and that duty covers occupational violence and aggression.
• Leadership and a strong safety culture are the most effective controls, because they shape whether people follow procedures, report incidents and speak up early.
• The risk concentrates in client-facing and care settings, so controls should be focused where exposure is highest.
• Six leadership responsibilities, from consulting and modelling behaviour to supporting those affected, turn a policy into a working culture.

Conclusion

Controlling violence at work takes more than a policy document. It takes leaders who set a clear standard, model it themselves, and build a culture where people feel safe to report and to speak up.

Training and procedures give people the tools, but leadership and culture decide whether those tools are used. For Australian employers meeting their work health and safety duties, that is where the effort pays off.

To build awareness and the right skills across your team, explore Sentrient’s occupational violence and aggression training, or see how the platform supports your compliance and safety programs.

Frequently Asked Questions

1. What is work-related violence?

It is any incident in which a person is abused, threatened or assaulted in circumstances relating to their work. It ranges from verbal abuse and threats to physical assault, and it affects both physical and psychological health and safety. It is sometimes referred to as occupational violence and aggression.

2. How can leadership reduce workplace violence?

Leaders reduce it by setting a clear standard, modelling it themselves, and building a culture where people feel safe to report incidents and speak up early. Consulting employees, providing support and resources, and holding a firm line on serious conduct all help prevent situations from escalating.

3. What is a positive safety culture?

A positive safety culture is one where safety is genuinely prioritised in everyday behaviour, not just in policy. It has vocal leaders, clear policies and procedures, open reporting, recognition for safe behaviour, and real support and resources for employees to do their work safely.

4. Which industries have the highest risk of workplace violence?

Safe Work Australia reports that health care and social assistance is among the most affected industries, alongside public administration and safety. Clients and customers are the most common source, so client-facing and care roles tend to carry higher exposure.

5. What are an employer’s obligations for occupational violence and aggression?

Under work health and safety law, employers must provide a safe workplace, so far as is reasonably practicable, for employees, contractors, volunteers and others connected with the workplace. This includes the psychological environment. Duties vary by state and territory, so confirm your specific obligations with your WHS regulator.

Read More About Occupational Violence And Aggression

• How to Prevent Common Types of Occupational Violence and Aggression in the Workplace
• New Compliance Course Released: Occupational Violence and Aggression Training
• Steps to Enable Diversity and Workplace Flexibility
• Common Misconceptions Around Work Functions