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

Xiaohua Bian1, Yueyi Sun2, Zhihong Zuo3, Juzhe Xi4, Yilin Xiao5, Dawei Wang5, Guangxing Xu4
1School 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
2School of Psychology and Cognitive Science, East China Normal University, and School of Psychology, Nanjing University of Chinese Medicine, People’s Republic of China
3Faculty of Education, East China Normal University, People’s Republic of China
4School of Psychology and Cognitive Science, East China Normal University, People’s Republic of China
5School of Psychology, Shandong Normal University, People’s Republic of China
Cite this article:  Bian, X., Sun, Y., Zuo, Z., Xi, J., Xiao, Y., Wang, D., & Xu, G. (2019). Transactional leadership and employee safety behavior: Impact of safety climate and psychological empowerment. Social Behavior and Personality: An international journal, 47, e7295.

Volume 47 Issue 6 | e7295 | Published: June 2019 | DOI: https://doi.org/10.2224/sbp.7295

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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.

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