Abstract
We explored the influence of transactional leadership on employees’ safety behavior, and investigated the impact of safety climate and psychological empowerment on this influence. By surveying 260 employees in the construction industry, we obtained the following results: First, transactional leadership negatively predicted safety climate, psychological empowerment, and employees’ safety behavior. Second, safety climate and psychological empowerment positively predicted employees’ safety behavior. Third, safety climate and psychological empowerment played a mediating role in the relationship between transactional leadership and employee safety behavior. Practical and theoretical implications of the findings are discussed.
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