Institutional Repository of Key Laboratory of Behavioral Science, CAS
|Alternative Title||Safety-Specific Transformational Leadership and Safety Performance: The Mediating Role of Safety Role Identity|
Abstract：Safety-specific transformational leadership has been proven to be an effective way to enhance employees’ safety performance. However, rare literature has explicated the mechanism of this process. The present study explores the underlining mechanism of the effect safety-specific transformational leadership has on employees' safety performance from the perspective of role identity theory. In this way, we introduce a new concept of safety role identity and propose that safety-specific transformational leadership could influence followers’ safety performance through influencing employees' safety role identity. Leaders are important information resources for employees in the workplace. Leader’s expectation helps employees build up their role identities. Safety-specific transformational leadership has more interaction with employees and more emphasis on safety-related matters in daily work. For the knowledge that others’ expectation is an important way for employees to obtain identity standards, those safety-related expectations of safety-specific transformational leadership will help employees to gain a safety role identity. According to the control system of identity process, individuals will experience stress when there is some disaccord between the perceived current self-state and identity standards. To decrease this kind of stress, employees have to adjust their behavior to behave more safely. Therefore, employees with a strong sense of safety role identity are more likely to show safety compliance and safety participation. In this study, we investigated 220 employees and their direct supervisors (29) in a coal mining company. Safety-specific transformational leadership and safety role identity were evaluated by employees, safety compliance and safety participation were evaluated by their supervisors. Structural equation model was conducted to test the hypothesis. Results show that the positive effect of safety-specific transformational leadership on both employees’ safety compliance and safety participation are mediated by safety role identity, which supports the original hypothesis of this study. There are mainly three contributions in this study: (1) The introduction of safety role identity extends the existing theories in the field of safety leadership, which provides a new perspective to explain the effect of safety-specific transformational leadership on employees’ safety performance; (2) The present study has more emphasis on the contextual nature of leadership. Our focus on the effect of safety-specific transformational leadership responds to the need for contextual based organizational research; (3) For management practice, paying attention to the improvement of safety-specific transformational leadership, as well as conducting a series of training to improve employees’ safety role identity are effective way to enhance employees’ safety performance.
|Keyword||安全角色认同 安全变革型领导 安全遵守 安全参与|
|First Author Affilication||Key Laboratory of Behavioral Science, CAS|
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