PMID- 37718051
OWN - NLM
STAT- MEDLINE
DCOM- 20230919
LR  - 20230919
IS  - 1879-1247 (Electronic)
IS  - 0022-4375 (Linking)
VI  - 86
DP  - 2023 Sep
TI  - Assessing the effects of safety leadership, employee engagement, and 
      psychological safety on safety performance.
PG  - 226-244
LID - S0022-4375(23)00087-7 [pii]
LID - 10.1016/j.jsr.2023.07.002 [doi]
AB  - INTRODUCTION: The study assessed the impact mechanisms of employee engagement and 
      psychological safety in safety leadership and safety performance relationships. 
      METHOD: We collected 539 valid responses from contract miners using a multi-wave 
      survey research design. We analyzed the data quantitatively using the structural 
      equation model (SEM) and hierarchical regression analysis (HRA) in AMOS and SPSS 
      version 26 software. We used SEM to examine our proposed framework's main and 
      structural mediation effects. HRA was used to test the moderation effect of our 
      framework. RESULTS: From the SEM results of our study, safety leadership 
      significantly and positively influenced all two dimensions of safety 
      performance-safety compliance and safety participation -- and all three 
      dimensions of employee engagement-vigor, dedication, and absorption. Also, vigor, 
      dedication, and absorption partially mediated the relationship between safety 
      leadership and safety compliance, but fully mediated the safety leadership-safety 
      participation relationship. From the HRA results, psychological safety 
      significantly moderated two employee engagement variables (thus, vigor and 
      dedication) and safety compliance. Also, it moderated all three variables of 
      employee engagement (vigor, dedication, and absorption) and safety participation. 
      PRACTICAL APPLICATIONS: This current study highlights the importance of examining 
      safety leadership on specific job performance, such as safety performance. It 
      also highlights the necessity of having psychological safety and enhancing 
      employee engagement in the mines.
CI  - Copyright (c) 2023. Published by Elsevier Ltd.
FAU - Quansah, Prince Ewudzie
AU  - Quansah PE
AD  - School of Management, Jiangsu University, Zhenjiang, China.
FAU - Zhu, Yongyue
AU  - Zhu Y
AD  - School of Management, Jiangsu University, Zhenjiang, China. Electronic address: 
      zhuyy@ujs.edu.cn.
FAU - Guo, Minyu
AU  - Guo M
AD  - School of Management, Jiangsu University, Zhenjiang, China.
LA  - eng
PT  - Journal Article
DEP - 20230727
PL  - United States
TA  - J Safety Res
JT  - Journal of safety research
JID - 1264241
SB  - IM
MH  - Humans
MH  - *Leadership
MH  - *Work Engagement
OTO - NOTNLM
OT  - Employee engagement
OT  - Psychological safety
OT  - Safety leadership
OT  - Safety performance
COIS- Declaration of Competing Interest The authors declare that they have no known 
      competing financial interests or personal relationships that could have appeared 
      to influence the work reported in this paper.
EDAT- 2023/09/18 00:41
MHDA- 2023/09/19 06:42
CRDT- 2023/09/17 20:58
PHST- 2021/10/26 00:00 [received]
PHST- 2023/03/06 00:00 [revised]
PHST- 2023/07/14 00:00 [accepted]
PHST- 2023/09/19 06:42 [medline]
PHST- 2023/09/18 00:41 [pubmed]
PHST- 2023/09/17 20:58 [entrez]
AID - S0022-4375(23)00087-7 [pii]
AID - 10.1016/j.jsr.2023.07.002 [doi]
PST - ppublish
SO  - J Safety Res. 2023 Sep;86:226-244. doi: 10.1016/j.jsr.2023.07.002. Epub 2023 Jul 
      27.