| Summary: | 碩士 === 國防大學 === 資源管理及決策研究所 === 107 === In recent years, safety accidents have been frequently occurred. To reduce disasters, how to effectively improve safety performance has become a topic of concern in the practice and academy. Based on the view of the leadership-behavior-outcomes of the safety leadership model, the perspectives of social exchange theory and expectation theory, this study explores whether the supervisory leadership can influence safety performances by motivating employees' voice behavior. Safety performance includes safety compliance and safety participation. In addition, to explore in further whether group safety climate influences safety performance through voice behavior by using cross-level analysis. 485 valid supervisor-employee dual sample was collected and examines all hypotheses by adopting Structural Equation Model (SEM) and Hierarchical Linear Model (HLM). The result showed that: (1) transformational leadership has the positive effect on safety compliance and safety participation; (2) employees' voice behavior has positively mediating effect on the relationship between transformational leadership and safety compliance; however, it has no significant mediating effect on transformational leadership and safety participation; (3) group safety climate has a positive effect on safety compliance and safety participation; (4) employees' voice behavior has positively mediating effect on the relationship between group safety climate and safety compliance; however, it has no significant mediating effect on group safety climate and safety participation. Finally, this study discusses theoretical and managerial implications.
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