How Does Leadership in Safety Management Affect Employees’ Safety Performance? A Case Study from Mining Enterprises in China
Zhang Shu, Xinyu Hua, Huang Gang-hai, Xiuzhi Shi
Abstract
Leadership is a necessary element for ensuring workplace safety. Rather little is known about the role of leadership safety behaviours (LSBs) in the mining industry. Using regression analysis and structural equation modelling analysis, this study examined the cause-and-effect relationships between leadership safety behaviours and safety performance. Data were collected by questionnaires from 305 miners in China. Data were analysed using exploratory factor analysis and confirmatory factor analysis, which identified five main dimensions of LSBs: safety management commitment, safety communication with feedback, safety policy, safety incentives, and safety training; the analysis also identified three main dimensions of safety performance: employee's safety compliance, safety participation, and safety accidents. The results showed the overall effects of each LSB variable on safety compliance in descending order as: safety training (0.504), safety incentives (0.480), safety communication with feedback (0.377), safety management commitment (0.281), and safety policy (0.110). The overall effects of each LSB variable on safety participation in descending order were: safety training (0.706), safety incentives (0.496), safety management commitment (0.365), and safety policy (0.247). Furthermore, we found that safety management commitment and safety incentives increased employees' safety behaviours, but this influence was mediated by safety training, safety policy, and safety communication with feedback.