中国科学院行为科学重点实验室知识库

摘要：安全变革型领导作为一种有效的领导方式对安全绩效有积极的预测作用，但其影响机制仍未得到广泛关注。本研究从角色认同理论的角度探究安全变革型领导对员工安全绩效的影响机制，并提出安全角色认同的概念，认为安全变革型领导通过影响员工对于安全角色的认同影响其安全相关的行为表现。领导作为工作场所中员工信息寻求的关键对象，其期望是影响员工角色认同的重要方面。安全变革型领导在日常工作中与员工有更多的互动，并且更加强调安全相关的事项、更加重视安全，而他人期望和反馈是认同标准获得的重要途径，因此员工与安全变革型领导之间更多的安全相关的互动将有助于员工产生安全角色认同。根据认同的系统控制模型，当感知到的自身行为与认同标准之间存在差异时个体就会产生压力，而这正是个体调整自身行为以做出更多安全行为的动机所在，因而对安全角色有较强认同感的员工更容易表现出安全遵守和安全参与行为。研究采用问卷调查法，收集了来自煤矿企业的220名一线员工与其直接领导（29名）的数据，其中安全变革型领导和安全角色认同来自员工自评，安全遵守和安全参与来自领导评价。运用结构方程模型对数据进行统计分析，结果显示，安全角色认同中介了安全变革型领导对员工安全遵守和安全参与行为的影响，支持了研究假设。本研究有如下三方面贡献：（1）本研究首次将角色认同理论引入安全领导领域，提出安全角色认同的概念，为解释安全变革型领导对员工安全绩效的作用机制提供了全新的视角，拓展了现有理论；（2）本研究更强调安全变革型领导这一情境化的领导方式在预测员工安全行为时的重要作用，响应了组织管理研究情境化的要求。（3）管理实践中企业既可以关注领导安全变革型领导能力的提升，也可以通过培训提升员工的安全角色认同，进而提升员工安全绩效。

Abstract：Safety-specific transformational leadership has been proven to be an effective way to enhance employees’ safety performance. However, rare literature has explicated the mechanism of this process. The present study explores the underlining mechanism of the effect safety-specific transformational leadership has on employees' safety performance from the perspective of role identity theory. In this way, we introduce a new concept of safety role identity and propose that safety-specific transformational leadership could influence followers’ safety performance through influencing employees' safety role identity. Leaders are important information resources for employees in the workplace. Leader’s expectation helps employees build up their role identities. Safety-specific transformational leadership has more interaction with employees and more emphasis on safety-related matters in daily work. For the knowledge that others’ expectation is an important way for employees to obtain identity standards, those safety-related expectations of safety-specific transformational leadership will help employees to gain a safety role identity. According to the control system of identity process, individuals will experience stress when there is some disaccord between the perceived current self-state and identity standards. To decrease this kind of stress, employees have to adjust their behavior to behave more safely. Therefore, employees with a strong sense of safety role identity are more likely to show safety compliance and safety participation. In this study, we investigated 220 employees and their direct supervisors (29) in a coal mining company. Safety-specific transformational leadership and safety role identity were evaluated by employees, safety compliance and safety participation were evaluated by their supervisors. Structural equation model was conducted to test the hypothesis. Results show that the positive effect of safety-specific transformational leadership on both employees’ safety compliance and safety participation are mediated by safety role identity, which supports the original hypothesis of this study. There are mainly three contributions in this study: (1) The introduction of safety role identity extends the existing theories in the field of safety leadership, which provides a new perspective to explain the effect of safety-specific transformational leadership on employees’ safety performance; (2) The present study has more emphasis on the contextual nature of leadership. Our focus on the effect of safety-specific transformational leadership responds to the need for contextual based organizational research; (3) For management practice, paying attention to the improvement of safety-specific transformational leadership, as well as conducting a series of training to improve employees’ safety role identity are effective way to enhance employees’ safety performance.