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Int. J. Environ. Res. Public Health 2017, 14(1), 45; doi:10.3390/ijerph14010045

The Impact of Transformational Leadership on Safety Climate and Individual Safety Behavior on Construction Sites

1
Department of Real Estate and Construction, The University of Hong Kong, Pokfulam Road, Hong Kong, China
2
College of Civil Engineering, Shanghai Normal University, Shanghai 200234, China
3
School of Economics and Management, Southeast University, Nanjing 211189, China
4
Science and Engineering Faculty, Queensland University of Technology, Brisbane, QLD 4001, Australia
*
Author to whom correspondence should be addressed.
Academic Editors: Albert P. C. Chan and Wen Yi
Received: 29 September 2016 / Revised: 12 December 2016 / Accepted: 27 December 2016 / Published: 5 January 2017
(This article belongs to the Special Issue Effecting a Safe and Healthy Environment in Construction)
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Abstract

Unsafe acts contribute dominantly to construction accidents, and increasing safety behavior is essential to reduce accidents. Previous research conceptualized safety behavior as an interaction between proximal individual differences (safety knowledge and safety motivation) and distal contextual factors (leadership and safety climate). However, relatively little empirical research has examined this conceptualization in the construction sector. Given the cultural background of the sample, this study makes a slight modification to the conceptualization and views transformational leadership as an antecedent of safety climate. Accordingly, this study establishes a multiple mediator model showing the mechanisms through which transformational leadership translates into safety behavior. The multiple mediator model is estimated by the structural equation modeling (SEM) technique, using individual questionnaire responses from a random sample of construction personnel based in Hong Kong. As hypothesized, transformational leadership has a significant impact on safety climate which is mediated by safety-specific leader–member exchange (LMX), and safety climate in turn impacts safety behavior through safety knowledge. The results suggest that future safety climate interventions should be more effective if supervisors exhibit transformational leadership, encourage construction personnel to voice safety concerns without fear of retaliation, and repeatedly remind them about safety on the job. View Full-Text
Keywords: transformational leadership; safety climate; safety behavior; construction personnel; random sample transformational leadership; safety climate; safety behavior; construction personnel; random sample
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MDPI and ACS Style

Shen, Y.; Ju, C.; Koh, T.Y.; Rowlinson, S.; Bridge, A.J. The Impact of Transformational Leadership on Safety Climate and Individual Safety Behavior on Construction Sites. Int. J. Environ. Res. Public Health 2017, 14, 45.

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