Li Jiang

Bio: Li Jiang is an academic researcher from Soochow University (Suzhou). The author has contributed to research in topics: Aggressive driving & Organizational citizenship behavior. The author has an hindex of 7, co-authored 9 publications receiving 395 citations. Previous affiliations of Li Jiang include Chinese Academy of Sciences.

Leader-member exchange and safety citizenship behavior: The mediating role of coworker trust

Abstract: BACKGROUND: To achieve high safety levels, mere compliance with safety regulations is not sufficient; employees must be proactive and demonstrate safety citizenship behaviors. Trust is considered as a mechanism for facilitating the effects of a leader on employee citizenship behaviors. Increasingly research has focused on the role of trust in a safety context; however, the role of coworker trust has been overlooked.

此处“personality”译法探析

Abstract: 在翟象俊主编的《大学英语》第2册第5单元中，有这样一个句子：“As a boy and then as an adult, I never lost my wonder at the personality that was Einstein.”教参中指出“the personality that was Einstein”应理解为“the personality which was the most striking characteristic of Einstein”，该句译为“作为一个孩子，到后来作为一个成人，我一直对爱因斯坦的个性惊叹不已”。很明显，在这里译者把“personality”理解为“个性，人格”，但本人认为应译为“人物，名人”更妥。“personality”可作“个性，人格”讲，但它还有另外一个重要意思。在陆谷孙主编的《英汉大词典》（1993年版）中，“personality”第3条释义为：“个人，人物，名人”：“appoint a personality to lead a campaign，派一个人去领导一场运动”。“a personality in the news，新闻人物”。在...

Safety leadership: A meta-analytic review of transformational and transactional leadership styles as antecedents of safety behaviours

Abstract: A theoretical model of safety leadership, which incorporated both transformational and active transactional leadership styles, was tested using meta-analytic path analysis. The final model showed that transformational leadership had a positive association with both perceived safety climate and safety participation, with perceived safety climate partially mediating the effect of leadership on safety participation. Active transactional leadership had a positive association with perceived safety climate, safety participation and safety compliance. The effect of leadership on safety compliance was partially mediated by perceived safety climate and the effect on safety participation fully mediated by perceived safety climate. The findings suggest that active transactional leadership is important in ensuring compliance with rules and regulations, whereas transformational leadership is primarily associated with encouraging employee participation in safety. Therefore, in line with the augmentation hypothesis of leadership, a combination of both transformational and transactional styles appeared to be most beneficial for safety. Avenues for further research and practical implications in terms of leadership training and development are discussed. Practitioner Points Developed and tested a model of safety leadership, which shows that both transformational and active transactional leadership styles are important aspects of effective safety leadership. Study has implications for practitioners who are involved with the design of leadership training and development programmes, as such programmes should be tailored to focus on a range of leader behaviours that encompass active transactional as well as transformational style. Findings suggest that leadership styles have a differential effect on safety compliance and safety participation – thus, training and development programmes should make specific links between leader behaviours and their subsequent influence on employee behaviour.

100 years of occupational safety research: From basic protections and work analysis to a multilevel view of workplace safety and risk.

Abstract: Starting with initiatives dating back to the mid-1800s, we provide a high-level review of the key trends and developments in the application of applied psychology to the field of occupational safety. Factory laws, basic worker compensation, and research on accident proneness comprised much of the early work. Thus, early research and practice very much focused on the individual worker, the design of their work, and their basic protection. Gradually and over time, the focus began to navigate further into the organizational context. One of the early efforts to broaden beyond the individual worker was a significant focus on safety-related training during the middle of the 20th century. Toward the latter years of the 20th century and continuing the move from the individual worker to the broader organizational context, there was a significant increase in leadership and organizational climate (safety climate) research. Ultimately, this resulted in the development of a multilevel model of safety culture/climate. After discussing these trends, we identify key conclusions and opportunities for future research. (PsycINFO Database Record