Authentic leadership, person-organization fit and collectivistic orientation: a moderated-mediated model of workplace safety
Shuzhen Liu, Fulei Chu, Ming Guo, Yuanyuan Liu
Abstract
Purpose Workplace 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/approach This 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. Findings Authentic 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/value The findings of this study provide important insights into authentic leadership and person-organization fit for developing effective strategies to improve workplace safety.