Abstract
Traditional safety management focuses on correcting employees' unsafety behaviors. However, with the emphasis on positive organizational behavior in recent years, organization management has shifted to focus on developing the enthusiasm of employees. Based on the analysis of 672 supervisor-employee matching questionnaires, this paper examines the effect of servant leadership on employees' safety performance. The results show that :(1) Servant leadership and management commitment to safety have a positive cross-level impact on employees' psychological ownership of safety promotion and safety performance. (2) Management commitment to safety and psychological ownership of safety promotion mediates the relationship between servant leadership and employee safety performance. (3) Psychological ownership of safety promotion plays a key role in the path of servant leadership's influence on employees' safety performance.
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