Transactional leadership and employee safety behavior: Impact of safety climate and psychological empowerment-Reference-Cited by-同舟云学术

Transactional leadership and employee safety behavior: Impact of safety climate and psychological empowerment

Published:2019-05-02 Issue:6 Volume:47 Page:1-9
ISSN:0301-2212
Container-title:Social Behavior and Personality: an international journal
language:en
Short-container-title:soc behav pers

Author:

Bian Xiaohua¹,Sun Yueyi²,Zuo Zhihong³,Xi Juzhe⁴,Xiao Yilin⁵,Wang Dawei⁵,Xu Guangxing⁴

Affiliation:

1. School of Psychology and Cognitive Science, East China Normal University, and Mental Health Education and Counseling Center, North China University of Water Resources and Electric Power, People’s Republic of China

2. School of Psychology and Cognitive Science, East China Normal University, and School of Psychology, Nanjing University of Chinese Medicine, People’s Republic of China

3. Faculty of Education, East China Normal University, People’s Republic of China

4. School of Psychology and Cognitive Science, East China Normal University, People’s Republic of China

5. School of Psychology, Shandong Normal University, People’s Republic of China

Abstract

We explored the influence of transactional leadership on employees’ safety behavior, and investigated the impact of safety climate and psychological empowerment on this influence. By surveying 260 employees in the construction industry, we obtained the following results: First, transactional leadership negatively predicted safety climate, psychological empowerment, and employees’ safety behavior. Second, safety climate and psychological empowerment positively predicted employees’ safety behavior. Third, safety climate and psychological empowerment played a mediating role in the relationship between transactional leadership and employee safety behavior. Practical and theoretical implications of the findings are discussed.

Publisher

Scientific Journal Publishers Ltd

Subject

Social Psychology

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