Authentic leadership, person-organization fit and collectivistic orientation: a moderated-mediated model of workplace safety

IF 4.2 3区 管理学 Q2 MANAGEMENT
Shuzhen Liu, Fulei Chu, Ming Guo, Yuanyuan Liu
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引用次数: 9

Abstract

PurposeWorkplace safety has been a persistent issue for safety-critical organizations. Based on self-verification theory, this study investigates how authentic leadership affects safety behaviors in a collectivistic context.Design/methodology/approachThis research collected 259 matching questionnaires for high-speed railway (HSR) drivers and their supervisors in China. Specifically, HSR drivers were invited to fill in their general perceived authentic leadership, person-organization fit and collectivistic orientation. In addition, their direct supervisors were invited to assess their safety behaviors.FindingsAuthentic leadership exhibits a significant positive impact on safety compliance and safety participation, implying that authentic leadership positively impacts safety behavior. The person-organization fit partially mediated the relationship between authentic leadership and safety behavior (safety compliance and participation). Furthermore, collectivistic orientation moderates the relationship between authentic leadership and person-organization fit.Originality/valueThe findings of this study provide important insights into authentic leadership and person-organization fit for developing effective strategies to improve workplace safety.
真正的领导力、人与组织的契合和集体主义取向:一个适度中介的工作场所安全模型
目的工作场所安全一直是安全关键组织的一个长期问题。基于自我验证理论,本研究考察了在集体主义背景下,真实领导如何影响安全行为。设计/方法/方法本研究收集了259份针对中国高铁司机及其主管的匹配问卷。具体来说,高铁司机被邀请填写他们普遍认为的真实领导力、人与组织的契合度和集体主义取向。此外,他们的直接主管被邀请评估他们的安全行为。发现真正的领导力对安全合规性和安全参与表现出显著的积极影响,这意味着真正的领导力会对安全行为产生积极影响。人-组织匹配在一定程度上介导了真实领导和安全行为(安全合规和参与)之间的关系。此外,集体主义取向调节了真实领导与人-组织匹配之间的关系。独创性/价值本研究的发现为真正的领导力和适合制定有效战略以提高工作场所安全的个人组织提供了重要的见解。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
7.70
自引率
6.10%
发文量
72
期刊介绍: The journal addresses a broad range of topics which are relevant to organizations and reflective of societal developments. Public and private sector organizations alike face ongoing pressure to streamline activities, improve efficiency and achieve demanding organizational objectives. In this context, the ability of senior managers to understand the culture and dynamics of organizations and to deliver strong leadership during periods of change, could be the difference between organizational failure and success.
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