Employer safety obligations, transformational leadership and their interactive effects on employee safety performance

Abstract

We examine the moderating effect of safety-specific transformational leadership on the relationship between perceived employer safety obligations and employee safety performance behaviour and attitudes. Drawing on social exchange theory, and using data from a cross-sectional (N = 115) and a longitudinal (N = 140) sample of trade employees, we show that perceived employer safety obligations are positively associated with employee safety compliance, safety participation and attitudes. Safety-specific transformational leadership was positively and significantly associated with employee safety compliance, safety participation and safety attitudes. Leadership also acted as a moderator such that the relationships between perceived employer safety obligations and the safety outcomes (safety compliance, safety participation, safety attitudes) are stronger when safety-specific transformational leadership is high, as opposed to when low. We provide theoretical and practical implications stemming from this study and suggest directions for future research aimed at improving safety performance behaviour and attitudes within organizations.