Evidence map›Paper›PMID 35073357›Full record

ArticlePloS one2022

Divergent effects of transformational leadership on safety compliance: A dual-path moderated mediation model.

Ting Wu, Yi Wang, Rebecca Ruan, Jianzhuang Zheng

Abstract read
In one paragraph

Article in PloS one, 2022. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 2 papers.

0numbers the graph read from it
0cells of the map it votes in
2citing papers in PubMed
–field-weighted citation impact
1 · What the graph read from it

What it found

Each row is one number read from the abstract, on the scale the paper reported it, with its interval. Left of the dashed line favours the treatment, right favours the comparator. Under each row is the sentence it came from. New to these charts? A ten-minute tutorial.

The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.

2 · The registry

The trial behind it

Trials whose registry record cites this paper, or whose number appears in the abstract. A trial that started after this paper was published is citing it as background, not reporting it.

Neither the registry nor the abstract names a trial number. If this is a trial report, that itself is worth knowing.

3 · Its place in the literature

Who cites it

2 citing papers in PubMed.

  1. Article
  2. Article
4 · The record

Corrections and comments

PubMed lists nothing against this paper. Absence here is not a guarantee, only a check that was made.

5 · Who and what money

Authors and funding

4 authors.

Ting WuSchool of Business, Zhejiang University City College, Hangzhou, China.ORCID 0000-0002-9130-2404
Yi WangDepartment of Regional Development Research, Zhejiang Development & Planning Institute, Hangzhou, China.
Rebecca RuanSchool of Geoscience, The University of Edinburgh, Edinburgh, Scotland, United Kingdom.ORCID 0000-0002-0914-0216
Jianzhuang ZhengSchool of Business, Zhejiang University City College, Hangzhou, China.ORCID 0000-0002-6705-4439

Funding

No grant is acknowledged in the PubMed record.

6 · The paper itself

Abstract

Research on the relationship between transformational leadership and safety compliance has yielded equivocal results. This study investigates how and when transformational leadership produces divergent effects on safety compliance. Using a time-lagged research design, we collect data from a sample of 309 employees in the Chinese construction industry to examine the hypothesized relationship. We find that transformational leadership positively affects safety compliance through employees' felt obligation toward their leader. However, transformational leadership also negatively impacts safety compliance through safety risk tolerance. We further show that employees' perception of the safety climate plays a contingent role in the above processes. Specifically, a high-level perceived safety climate strengthens the positive indirect effect of transformational leadership on safety compliance through felt obligation, while a low-level perceived safety climate strengthens the negative indirect effect of transformational leadership on safety compliance through safety risk tolerance. The theoretical and practical implications of the findings are also discussed.

Indexed as

LeadershipOccupational HealthAdultFactor Analysis, StatisticalFemaleHumansMaleModels, OrganizationalOrganizational CultureOrganizational InnovationRisk Assessment

Identifiers

PMID35073357
PMCPMC8786187

What OpenQuestion holds

Textmetadata
LicenceCC BY
Read underepoch 390

Registered trials

None linked

Read under generation 80e0d062 · epoch 390. Bibliography from PubMed, PubMed Central and OpenAlex; grants from NIH RePORTER; trial links from ClinicalTrials.gov; estimates, votes and beliefs from the OpenQuestion graph.