Association Journals
The effect of servant leadership and transactional leadership to members’ performance on safety-critical jobs
Ryota AKIHO（Osaka University）
Hiroshi IKEDA（Kyushu University）
Masaki KANAYAMA（Japan Association for Chemical Innovation）
Tomohiro FUJITA（Institute of Nuclear Safety System, Inc.）
Manabu GOTO（Institute of Nuclear Safety System, Inc.）
Manabu KAWAI（Institute of Nuclear Safety System, Inc.）
Hidenori FUJINO（Fukui Prefectural University）
The purpose of this study was to examine how servant leadership and transactional leadership affect members’ safety performance on safety-critical jobs. A similar questionnaire survey was conducted to a general hospital in Study 1 and to a transportation company in Study 2. The results of Study 1 and Study 2 revealed servant leadership and leader punishment behavior had a positive relationship with members’ safety performance through mediation by members’ safety work motivation. In study 1, leader reward behavior had a negative effect on members’ safety work motivation and a positive effect on members’ safety participation. In study 2, leader reward behavior had a positive effect on members’ safety participation and safety compliance. This finding suggests the importance of servant leadership and leader appropriate punishment behavior on safety-critical jobs.
Keyword ： servant leadership, transactional leadership, safety performance, safety work motivation
