Abstract
Numerous other scholars have, from an organizational perspective, underscored that leadership styles, such as transformational and transactional leadership, are pivotal antecedents to the safety behaviors of construction workers. However, there is a lack of research exploring the relationship between leadership styles and the safety behaviors of this specific group of new-generation construction workers at the individual level. Relying upon social exchange theory, social cognitive theory, and contingency theory, this research explores the impact of supportive leadership—characterized by care and support—on the safety behaviors (safety compliance and safety participation) of new-generation construction workers. A comprehensive approach combining questionnaire surveys, confirmatory factor analysis, correlation tests, and linear regression was adopted. The results demonstrate that supportive leadership has a significant positive influence on the safety behaviors of new-generation construction workers. Moreover, safety self-efficacy partially mediates this relationship. Additionally, a positive team safety climate enhances the effect of supportive leadership on safety participation. This study provides a theoretical foundation for optimizing leadership styles to improve safety behaviors among new-generation construction workers and offers new insights into the nuanced application of leadership styles in construction safety management.
Published Version
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