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

Main Article Content

Xiaohua Bian
Yueyi Sun
Zhihong Zuo
Juzhe Xi
Yilin Xiao
Dawei Wang
Guangxing Xu
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(6), e7295.


Abstract
Full Text
References
Tables and Figures
Acknowledgments
Author Contact

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.

Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.

Article Details

© 2019 Scientific Journal Publishers Limited. All Rights Reserved.