领导行为、安全文化与矿工安全行为的结构方程模型

为了提高矿工的安全行为,在相关研究基础上,提出领导行为、安全文化与矿工安全行为之间的理论假设模型。依据436份来自矿工的有效问卷,利用结构方程模型方法验证假设。结果表明:领导行为、安全文化对于安全行为具有一定的预测力和影响力,领导行为不仅对安全文化有直接影响,也通过安全文化间接影响安全行为;交易型领导对安全行为的整体影响强度高于变革型领导;变革型领导和交易型领导对安全文化各维度均有显著的正向影响关系;安全文化中除安全规程和安全培训对安全参与行为预测力不足外,其余维度均对安全遵守行为和安全参与行为有显著的正向影响关系。     

辱虐管理对员工不安全行为的U型影响——一个双调节模型

为进一步探究辱虐管理与不安全行为之间的作用关系,更好地减少生产安全事故的发生,以242名高危行业企业员工为调查对象,应用层次回归方法实证检验辱虐管理与员工不安全行为之间的曲线关系以及正念、领导-成员交换在二者之间的调节作用.研究结果表明:辱虐管理对不安全行为有U型影响;正念调节辱虐管理与不安全行为之间的关系,二者之间的...     

领导风格对煤矿险兆事件预防的影响

为探讨领导风格与煤矿险兆事件预防的关系,采用多元回归分析方法,用来自9个煤矿的257份矿工调查问卷数据,检验领导风格对煤矿险兆事件预防的直接影响效应以及矿工调节焦点的中介作用。结果表明,变革型和交易型领导风格对煤矿险兆事件预防均具有显著影响;矿工促进型调节焦点在变革型领导风格对险兆事件预防的影响中具有部分中介作用,但交易型领导风格对险兆事件预防影响的中介作用不显著;矿工防御型调节焦点在变革型和交易型领导风格对险兆事件预防影响中均具有部分中介作用。     

安全领导力对员工安全行为影响的元分析

为更系统地总结归纳安全领导力对员工安全行为的影响机制,运用元分析的方法,整合55项实证研究的62个独立样本,剖析安全领导力、安全氛围与员工安全行为之间的作用关系,探讨文化差异和企业规模的调节作用。结果表明:安全氛围在变革型安全领导力和员工安全行为各维度之间均起部分中介作用,在交易型安全领导力和安全遵守行为之间起部分中介作用,而在交易型安全领导力和安全参与行为之间起完全中介作用;相较于交易型领导力,变革型安全领导力对员工安全参与行为影响更大,而相较于变革型领导力,交易型安全领导力对员工安全遵守行为的影响更大;安全领导力在东方文化情景下或在大型企业中对员工安全行为的影响更为显著。     

员工-组织社会交换与安全绩效的关系:基于广东企业的实证研究

为了探索员工-组织社会交换与安全绩效的作用关系,以广东省5家制造业企业员工为调查对象,基于社会交换理论,运用Mplus建立结构方程模型对74个团队468份有效问卷进行实证研究。研究结果表明:员工-组织社会交换对安全促进心理所有权和安全绩效均具有显著正向影响,员工-组织社会交换可以通过安全促进心理所有权的中介效应最终影响安全绩效。服务型领导跨层调节员工-组织社会交换与安全促进心理所有权之间的关系,并可进一步调节安全促进心理所有权的中介作用。     

变革型领导差异、安全行为与安全结果的多层次模型

为检验变革型领导差异对于工作场所安全行为与安全结果的影响,在前人研究基础上,建立通过安全行为影响安全结果的变革型领导差异多层次模型。以某油田一线员工为研究对象,开展问卷调查,采用多层线性模型(HLM)验证假设。结果表明,团队层面的变革型领导差异与个体层面的安全参与、安全遵守呈负相关,且变革型领导差异调节个体层面变革型领导与安全遵守之间的正向关系;变革型领导差异通过安全遵守对受伤结果产生的正向间接效应显著。该结果突出了管理实践中领导行为权变策略的重要性。     

建设项目时间领导对工人安全行为的影响机制研究

为探索建设项目团队或班组领导风格对工人安全行为的作用,基于已有文献和工作要求-资源(JD-R)模型,构建了时间领导对工人安全行为的影响机制模型.基于535份项目安全管理者或施工班组长与建筑工人的领导-员工配对数据,运用回归分析和Bootstrap法进行直接效应和中介效应检验.结果表明:安全意识、工作专注与工人安全行为存在正相关;来自安全管理者或班组长的时间领导对工人安全行为的直接作用不显著;工作专注在时间领导与工人安全行为之间发挥了中介作用;安全意识和工作专注在时间领导与工人安全行为之间共同发挥链式中介作用,即时间领导行为会提高工人的安全意识,进而增加工作专注度,从而提升工人安全行为.结果验证了时间领导风格在安全管理中的有效性,揭示了时间领导影响安全行为的作用路径,突出了安全意识和工作专注的关键作用.     

管理者的威权领导风格对矿工安全行为的影响研究

矿工安全行为是煤矿安全生产的基础保障,而管理者的领导风格对矿工安全行为有重要影响。引入调节焦点理论和认同理论,构建威权领导风格对安全行为影响关系的理论模型。以544份调查问卷的数据对理论模型进行检验,结果发现:威权领导风格是影响矿工安全行为的重要情境因素;威权领导风格会通过矿工对管理者认同而正向影响安全行为,矿工对管理者认同在二者间具有中介作用;管理者-矿工间的调节焦点适配在矿工对管理者认同和安全行为之间有调节效应,而且调节焦点的高适配度会强化矿工对管理者认同的中介效果。研究丰富了领导风格与矿工安全行为的作用机制和边界条件,对煤矿安全管理实践有一定的启示意义。     

煤炭企业差序格局下员工安全行为路径研究*

为促进煤炭企业员工安全行为,减少生产安全事故,基于差序格局理论、资源保存理论和自我决定理论,构建差序式领导、组织认同、安全动机和员工安全行为的链式中介模型。通过路径检验和Bootstrap方法,对367名煤炭企业基层员工的有效问卷数据进行统计分析,探讨激发员工安全行为的有效路径。研究结果表明:煤炭企业中的差序式领导可正向影响员工安全遵从行为和安全参与行为,且对安全参与行为的促进作用更强;组织认同和安全动机在差序式领导与员工安全遵从行为、安全参与行为的关系中存在独立中介和链式中介作用,且相较于组织认同,安全动机的独立中介作用更强。研究结果可为建立合理的差序标准、采取适度偏私手段提供参考。     

安全变革型领导、安全效能感与安全绩效的关系——基于焦化企业的实证研究

为了提高焦化企业员工的安全绩效,探讨了安全变革型领导对员工安全绩效的影响机制。基于文献分析和社会认知理论,引入安全效能感作为安全变革型领导行为与安全绩效间关系的中介变量,构建安全变革型领导、安全效能感与安全绩效的假设模型。以焦化企业一线员工为对象进行问卷调查,运用Mplus建立结构方程模型分析数据、验证假设。结果表明,安全变革型领导行为显著正向影响安全效能感、安全遵守和安全参与,且安全效能感在安全变革型领导与安全遵守、安全参与之间起到中介作用。结果验证了安全变革型领导行为的有效性,并进一步揭示了安全生产工作中安全聚焦的领导行为影响安全绩效的作用机制。     

A meta-analytic test of the differential pathways linking ethical leadership to normative conduct

We test how ethical leadership influences normatively (in)appropriate work behavior through distinct mediating pathways, including one's exchange relationship with the leader, ethical culture, and identification with the organization. Our study also controls for transformational leadership as a predictor and trust in leader as a nonhypothesized alternative mechanism. We test our hypotheses using meta-analytic structural equation modeling based on our meta-analysis of 301 independent samples (N = 103,354) and relevant meta-analytic correlations reported in previous research. Supporting our prediction, we found that leader–member exchange, which represents social exchange theory, was the most potent mechanism that accounts for the positive relationship between ethical leadership and task performance. In contrast, ethical culture, which assesses a social learning mechanism, is the strongest predictor of counterproductive behavior. In addition, all three hypothesized mediators each contribute to understanding the positive relationship between ethical leadership and organizational citizenship behavior, although the indirect effect via organizational identification was the weakest. The findings hold after controlling for job satisfaction as another mediator parallel to the theoretical ones. Our results contribute to a precise theory about ethical leadership by differentiating the processes through which it affects employee behavior.     

企业安全领导力研究进展

列举几起因安全领导力缺乏造成的典型事故,指出当前企业安全管理和安全文化建设中的不足;探讨安全领导力的概念以及与安全管理的区别,论述安全领导力理论发展的4个阶段,重点分析交易型领导力和变革型领导力的关键要素及对企业安全绩效的影响,并对安全领导力的重要意义进行探讨。最后对企业决策层、中间管理层和基层管理层的安全领导力进行归纳和对比。研究表明:企业各级管理层安全领导力既是企业健康安全管理的关键要素,同时也是企业安全文化的基础,它决定了企业其他员工对安全的态度和行为。     

A multi‐level investigation of psychological contract breach and organizational identification through the lens of perceived organizational membership: Testing a moderated–mediated model

Drawing on the perceived organizational membership theoretical framework and the social identity view of dissonance theory, I examined in this study the dynamics of the relationship between psychological contract breach and organizational identification. I included group‐level transformational and transactional leadership as well as procedural justice in the hypothesized model as key antecedents for organizational membership processes. I further explored the mediating role of psychological contract breach in the relationship between leadership, procedural justice climate, and organizational identification and proposed separateness–connectedness self‐schema as an important moderator of the above mediated relationship. Hierarchical linear modeling results from a sample of 864 employees from 162 work units in 10 Greek organizations indicated that employees' perception of psychological contract breach negatively affected their organizational identification. I also found psychological contract breach to mediate the impact of transformational and transactional leadership on organizational identification. Results further provided support for moderated mediation and showed that the indirect effects of transformational and transactional leadership on identification through psychological contract breach were stronger for employees with a low connectedness self‐schema. Copyright © 2012 John Wiley & Sons, Ltd.     

Who takes the lead? A multi‐source diary study on leadership,work engagement,and job performance

Transformational leadership is associated with a range of positive outcomes. Yet, according to substitutes for leadership theory, there may be circumstances under which it is difficult, if not impossible, for leaders to inspire and challenge their employees. Therefore, we hypothesize that transformational leadership behaviors as well as employee self‐leadership strategies contribute to employee work engagement and job performance. Furthermore, we hypothesize that transformational leadership behaviors are more effective when employees have a high need for leadership, whereas self‐leadership strategies are more effective when employees have a low need for leadership. A sample of 57 unique leader–employee dyads filled out a quantitative diary survey at the end of each week, for a period of five weeks. The results of multilevel structural equation modeling showed that employees were more engaged in their work and received higher performance ratings from their leader when leaders used more transformational leadership behaviors, and when employees used more self‐leadership strategies. Furthermore, we showed that transformational leadership behaviors were more effective when employees had a high (vs. low) need for leadership and that the opposite was true for employee self‐leadership. These findings contribute to our understanding of the role of employees in the transformational leadership process. Copyright © 2015 John Wiley & Sons, Ltd.     

Transformational leadership and employee voice behavior: A Pygmalion mechanism

We theorized and examined a Pygmalion perspective beyond those proposed in past studies in the relationship between transformational leadership and employee voice behavior. Specifically, we proposed that transformational leadership influences employee voice through leaders' voice expectation and employees' voice role perception (i.e., Pygmalion mechanism). We also theorized that personal identification with transformational leaders influences the extent to which employees internalize leaders' external voice expectation as their own voice role perception. In a time‐lagged field study, we found that leaders' voice expectation and employees' voice role perception (i.e., the Pygmalion process) mediate the relationship between transformational leadership and voice behavior. In addition, we found transformational leadership strengthens employees' personal identification with the leader, which in turn, as a moderator, amplifies the proposed Pygmalion process. Theoretical and practical implications are discussed. Copyright © 2016 John Wiley & Sons, Ltd.     

Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment

Innovative behavior is increasingly important for organizations' survival. Transformational leadership, in contrast to transactional leadership, has been argued to be particularly effective in engendering follower innovative behavior. However, empirical evidence for this relationship is scarce and inconsistent. Addressing this issue, we propose that follower psychological empowerment moderates the relationship of transformational and transactional leadership with follower innovative behavior. In a field study with 230 employees of a government agency in the Netherlands combining multisource ratings, we show that transformational leadership is positively related to innovative behavior only when psychological empowerment is high, whereas transactional leadership has a negative relationship with innovative behavior only under these conditions. Copyright © 2009 John Wiley & Sons, Ltd.     

The effects of leadership dimensions,safety climate,and assigned priorities on minor injuries in work groups

This study is based on three premises: (a) Leadership style affects the level of concern for subordinate safety; (b) Concern for safety, operationalized with supervisory practices, provides the source for safety climate perceptions; and (c) Safety priority as assigned by higher superiors influences supervisory safety practice independently of leadership style. Assigned safety priority was expected to moderate the relationship between leadership style and injury rate in organizational subunits, with safety climate mediating this leadership–injury relationship due to its demonstrable effect on safety behavior. A within‐group split‐sample analysis of 42 work groups, coupled with prospective design, indicated that transformational and constructive leadership predicted injury rate, while corrective leadership provided indirect, conditional prediction. Leadership effects were moderated by assigned safety priorities and mediated by commensurate safety‐climate variables. The results suggest that transformational and transactional leadership provide complementary modes of (mediated and moderated) influence on safety behavior of group members. Copyright © 2002 John Wiley & Sons, Ltd.