Linking Safety-Specific Leader Reward and Punishment Omission to Safety Compliance Behavior: The Role of Distributive Justice and Role Ambiguity.

Background: Although positive safety leadership has attracted increasingly academic and practical attention due to its critical effects on followers' safety compliance behavior, far fewer steps have been taken to study the safety impact of laissez-faire leadership. Objective: This study examines the relationships between safety-specific leader reward and punishment omission (laissez-faire leadership) and followers' safety compliance, and the mediations of safety-specific distributive justice and role ambiguity. Methods: On a two-wave online survey of 307 workers from high-risk enterprises in China, these relationships were tested by structural equations modeling and bootstrapping procedures. Results: Findings show that safety-specific leader reward omission was negatively associated with followers' safety compliance through the mediating effects of safety-specific distributive justice and role ambiguity. Safety-specific leader punishment omission was also negatively associated with followers' safety compliance through the mediating effect of safety-specific role ambiguity, while safety-specific distributive justice was an insignificant mediator. Originality: The study addresses and closes more gaps by explaining how two contextualized laissez-faire leadership measures relate to followers' safety behaviors, following the contextualization and matching principles between predictors, mediators and criteria, and by revealing two mechanisms behind the detrimental effects of laissez-faire leadership on safety outcomes.

Safety-Specific Passive-Avoidant Leadership and Safety Compliance among Chinese Steel Workers: The Moderating Role of Safety Moral Belief and Organizational Size.

Despite the documented relationship between active-approaching leadership behaviors and workplace safety, few studies have addressed whether and when passive-avoidant leadership affects safety behavior. This study examined the relationship between two types of safety-specific passive-avoidant leadership, i.e., safety-specific leader reward omission (SLRO) and safety-specific leader punishment omission (SLPO), and safety compliance, as well as the moderating effects of an individual difference (safety moral belief) and an organizational difference (organizational size) in these relationships. These predictions were tested on a sample of 704 steel workers in China. The results showed that, although both SLRO and SLPO are negatively related to safety compliance, SLPO demonstrated a greater effect than SLRO. Moreover, we found that steel workers with high levels of safety moral belief were more resistant to the negative effects of SLRO and SLPO on safety compliance. Although steel workers in large enterprises were more resistant to the negative effects of SLPO than those in small enterprises, the SLRO-compliance relationship is not contingent upon organizational size. The current study enriched the safety leadership literature by demonstrating the detrimental and relative effects of two types of safety-specific passive-avoidant leadership on safety compliance and by identifying two boundary conditions that can buffer these relationships among steel workers.