A Data-Driven Study of the Patterns of Influence of Transformational Leadership Styles on Worker Safety Behavior in the Construction Industry

Abstract

Safety behavior in the construction industry is the basic guarantee for the safe construction of buildings, and the leadership style of managers has an important impact on the safety behavior of construction workers. To elucidate the mechanism of transformational leadership’s impact on the safety behavior of construction workers, this study first examined the theoretical underpinnings of transformational leadership theory and safety behavior. It then developed a conceptual model of transformational leadership and the safety behavior of construction workers. Finally, it analyzed the correlation and strength of this model between transformational leadership, organizational equity, and safety behavior. The main effect of transformational leadership on construction workers’ safety behavior is analyzed. The mediating variable of organizational equity, which directly affects workers’ safety behavior, is introduced to enhance the mechanism of transformational leadership and construction workers’ safety behavior. The correlation between transformational leadership and safety behavior is 0.89, indicating that transformational leadership has a significant impact on safety behaviors. The regression coefficient of organizational equity was significant at the p<0.001 level of 0.217, testing the mediating role of organizational equity between transformational leadership and worker safety behavior. The data-driven monitoring of workers’ safety behaviors and the research results clarify that transformational leadership facilitates the emergence of safety behaviors among construction workers and ensures the normal operation of construction projects.

Keywords

• transformational leadership
• organizational equity
• safety behavior
• correlation analysis
• mediating effect
• 68p30