The cross-level effect of team safety-specific transformational leadership on workplace safety behavior: The serial mediating role of team safety climate and team safety motivation.

INTRODUCTION: Workplace safety not only impairs individual health but also affects economic and social development. METHOD: Based on social learning theory, collective social learning theory, and expectancy-valence theory, using cluster random sampling method, 630 employees from 66 different work teams out of around 800 employees in a domestic petroleum enterprise were selected to participate in the research. The safety-specific transformational leadership, safety climate, safety motivation and workplace safety behavior scales were used. Data were collected in two stages. SPSS22.0 and Mplus7.0 were used to analyze the data to explore the relationship between team safety-specific transformational leadership and workplace safety behavior, as well as the serial mediating effect of team safety climate and team safety motivation. RESULTS: The results showed that: (a) team safety-specific transformational leadership can positively influence safety compliance and safety participation; (b) team safety climate mediates the relationship between team safety-specific transformational leadership and safety compliance and safety participation; (c) team safety motivation mediates the relationship between team safety-specific transformational leadership and safety compliance and safety participation; and (d) team safety climate and team safety motivation play a serial mediating role between team safety-specific transformational leadership and safety compliance and safety participation. PRACTICAL APPLICATIONS: This research has both theoretical and practical significance.

The effect of benevolent leadership on safety behavior: A moderated mediation model.

INTRODUCTION: While high quality leadership is of great importance for enhancing safety behavior in the workplace, there has been a lack of research on how benevolent leadership influences such behavior. Subordinates' moqi (i.e., their unspoken understanding of the work expectations, intentions, and requirements of their superiors) and safety climate were introduced to examine this relationship. METHOD: Based on implicit followership theory, this study explores the relationship between benevolent (well meaning, kindly) leadership and employees' safety behavior, as well as the mediating role of subordinates' moqi and the moderating role of safety climate. 608 employees of a petroleum company in China were randomly selected as participants, and the data were collected in two stages. RESULTS: The results showed that: (1) Benevolent leadership is positively correlated with employees' safety behavior. (2) Subordinates' moqi mediates between benevolent leadership and employees' safety behavior. (3) Safety climate moderates the mediating role of subordinates' moqi between benevolent leadership and employees' safety behavior. (4) The positive effect of subordinates' moqi on employees' safety behavior is enhanced under a positive safety climate. CONCLUSIONS: Benevolent leadership is an effective leadership style that enhances employees' safety behaviors by promoting a moqi state between supervisors and subordinates. The invisible environmental climate, in particular, the safety climate, should be a key focus in the promotion of safety behaviors. PRACTICAL APPLICATIONS: This study further broadens the research perspective of employee safety behavior from the perspective of implicit followership theory. It also provides practical guidance for improving employee safety behavior, namely selecting and cultivating benevolent leaders, enhancing subordinates' moqi, and actively fostering a positive organizational safety climate.

Investigating the relationship between person-environment fit and safety behavior: A social cognition perspective.

INTRODUCTION: This study explored the relationship between person-job fit and safety behavior, as well as the mediating role played by psychological safety, from the perspective of social cognitive theory and person-environment fit theory. METHOD: A total of 800 employees from petroleum enterprises were recruited, with cluster random sampling used to collect data in two stages. RESULTS: The results showed that employees' safety behavior is higher under the condition of "high person-job fit-high person-organization fit" than under that of "low person-job fit-low person-organization fit." In other words, the more congruent the level of person-job fit and person-organization fit for a given employee, the higher their level of safety behavior. Practical Applications: Psychological safety plays a mediating role between the congruence of both person-job fit and person-organization fit and employees' safety behavior.