Prior studies focusing on safety behavior have not given sufficient consideration to the potential impact exerted by different leadership styles. Of these various styles, my attention is specifically drawn to the influence of ethical leadership on safety behavior. In this paper, I delve into the influence of ethical leadership on safety behavior, shedding light on both the underlying mechanisms(mediators) and a significant contextual factor(moderator). I probe into the successive mediating roles of employees' trust in the organization and their commitment to it, within the context of the relationship between ethical leadership and safety behavior. Further, I posit that authentic leadership positively adjusts the connection between ethical leadership and organizational trust. My findings underscore that ethical leadership enhances employee safety behavior, facilitated by the chain mediation of trust in the organization and organizational commitment. Moreover, I discover that authentic leadership, as a positive moderator, magnifies the favorable impact of ethical leadership on organizational trust. This paper will also articulate the theoretical implications, practical applications, and limitations of the study.

Previous works on safety behavior have paid less attention to the influence of several leadership styles on safety behavior. Among the various leadership styles, I focus on the effect of coaching leadership on safety behavior. To be specific, this paper investigates the impact of coaching leadership on safety behavior and its underlying mechanisms (mediator) as well as contextual factor (moderator). This research examines the sequential mediating effect of perceived organizational support and organizational identification in the association between coaching leadership and safety behavior. Also, work overload will negatively moderate the coaching leadership-perceived organizational support link. My results showed coaching leadership increases employee safety behavior through the sequential mediation of perceived organizational support and organizational identification. In addition, work overload functions as a negative moderator which diminishes the positive effect of coaching leadership on perceived organizational support.

Considering that extant studies on safety behavior have paid insufficient attention to the impact of corporate social responsibility(CSR) on employee’s safety behavior. This paper delves into the influence of CSR on safety behavior and its intermediating mechanism such as mediator and moderator. To be specific, the current paper examines the mediating effect of employee’s psychological safety in the CSR-safety behavior link, also investigating the moderating effect of ethical leadership in the relationship between CSR and psychological safety. As expected in the hypotheses, the results showed that that CSR has a positive (+) influence on psychological safety, which has a positive (+) impact on safety behavior. Also, employee’s psychological safety mediated the association between CSR and safety behavior. Lastly, ethical leadership moderated the CSR-psychological safety link.

Considering that previous works on safety behavior relatively have not paid adequate attention to the influence of various leadership styles on safety behavior. The current paper investigates the impact of authentic leadership on safety behavior and its intermediating mechanisms. In specific, this paper delves into the mediating effect of job stress, as well as the moderating effect of perspective taking ability of employees in the association between authentic leadership and job stress. The results demonstrated that that authentic leadership has a negative (-) influence on job stress, which has a negative (-) influence on safety behavior. Moreover, job stress mediated the association between authentic leadership and safety behavior. Furthermore, perspective taking moderated the authentic leadership-safety behavior link.

Since the competitive environment, it has become common for firms to reduce its workforce to diminish operating cost. Accordingly, job insecurity among employees has been increasing. Previous works on job insecurity have not paid adequate attention to the influence of job insecurity on safety behavior. The current paper investigates the impact of job insecurity on safety behavior and its intermediating mechanisms. In specific, this paper delves into the mediating effect of job stress, as well as the moderating effect of servant leadership in the association between job insecurity and job stress. The results demonstrated that that job insecurity has a positive (+) influence on job stress, which has a negative (-) influence on safety behavior. Moreover, job stress mediated the association between job insecurity and safety behavior. Furthermore, servant leadership moderated the job insecurity-safety behavior link.

This research aims to examine the effects of national culture and leadership style on safety performance in bulk shipping companies. Survey data collected from 322 respondents working in dry bulk carriers was used, a multiple regression analysis was conducted to analyze the influence of national culture and leadership styles (i.e. transformational, passive management, and contingent reward) on safety attitude and safety behavior. The results indicate that national culture dimensions such as power distance, uncertainty avoidance, collectivism, and long-term orientation had a positive influence on safety behaviour. Long-term orientation had a positive influence on safety attitude, whereas masculinity had a negative influence on safety attitude of seafarers. Specifically, this research found that transformational leadership had a positive influence on safety attitude and safety behaviour of seafarers. Moreover, practical implication from the research findings to improve ship safety in dry bulk shipping were discussed.