Divergent effects of transformational leadership on safety compliance: A dual-path moderated mediation model

Abstract

Research on the relationship between transformational leadership and safety compliance has yielded equivocal results. This study investigates how and when transformational leadership produces divergent effects on safety compliance. Using a time-lagged research design, we collect data from a sample of 309 employees in the Chinese construction industry to examine the hypothesized relationship. We find that transformational leadership positively affects safety compliance through employees’ felt obligation toward their leader. However, transformational leadership also negatively impacts safety compliance through safety risk tolerance. We further show that employees’ perception of the safety climate plays a contingent role in the above processes. Specifically, a high-level perceived safety climate strengthens the positive indirect effect of transformational leadership on safety compliance through felt obligation, while a low-level perceived safety climate strengthens the negative indirect effect of transformational leadership on safety compliance through safety risk tolerance. The theoretical and practical implications of the findings are also discussed.

The impact of leadership styles on employee safety behaviour among Chinese healthcare workers: The moderating role of cooperation facilitation

“…39 Because employees who feel positively about their leader are more inclined to react through positive behaviours (such as safety performance), transformational leadership leads to studying safety commands. 62 This is so that transformational leaders can inspire followers to put out more effort by inspiring them to fulfil their profound needs for self-actualisation. Additionally, transformational leadership has the power to influence changes in an organisation's mission, strategy, culture, and structure.…”

“…Transformational leadership can inspire superior tasks and additional role performance from employees by fostering empowering staff, a positive future vision for the company, and prioritising their needs 39 . Because employees who feel positively about their leader are more inclined to react through positive behaviours (such as safety performance), transformational leadership leads to studying safety commands 62 …”