The Impact of Ethical Leadership on Employee Safety Performance: The Cross-level Mediating Effect of Safety Climate and Psychological Capital

Abstract

Abstract:

Traditional safety performance management focuses on the unsafe behavior of employees. The development of positive organizational behavior management is bringing more and more attention to ethical leadership that gives full play to employees' advantage and potential. But there is no study on the impact of ethical leadership and employee safety performance. Based on literature review, we explore the relationship between ethical leadership and employee safety performance. Combining with the theory of safety climate and positive organizational behavior, we put the safety climate and psychological capital into the relationship analysis framework between ethical leadership and employee safety performance, and construct a two-factor causal mediation model of ethical leadership influencing on employees' safety performance, with safe atmosphere and psychological capital as intermediary variables. In this study we take 766 employees of coal mining enterprises as study samples and use the structural equation modeling to verify the research hypothesis by AMOS21.0, HLM6.0 and SPSS21.0. The results show that ethical leadership and safety climate are significantly positively related to employees' psychological capital and safety performance in HLM; Safety climate and psychological capital have a complete mediating effect; In addition, the impact of psychological capital on the path is the strongest.

Key words: ethical leadership, safety performance, safety climate, psychological capital

Gao Weiming, Cao Qingren, Xu Zhengquan. The Impact of Ethical Leadership on Employee Safety Performance: The Cross-level Mediating Effect of Safety Climate and Psychological Capital[J]. , 2017, 29(11): 116-128.

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