INTRODUCTION: While safety knowledge and safety motivation are well-established predictors of safety participation, less is known about the impact of leadership styles on these relationships.
METHOD: The purpose of the current study was to examine whether the positive relationships between safety knowledge and motivation and safety participation are contingent on transformational and passive forms of safety leadership.
RESULTS: Using multilevel modeling with a sample of 171 employees nested in 40 workgroups, we found that transformational safety leadership strengthened the safety knowledge-participation relationship, whereas passive leadership weakened the safety motivation-participation relationship.
CONCLUSIONS: Under low transformational leadership, safety motivation was not related to safety participation; under high passive leadership, safety knowledge was not related to safety participation. PRACTICAL APPLICATIONS: These results are discussed in light of organizational efforts to increase safety-related citizenship behaviors.