为探究建筑施工企业管理者的安全领导力现状,并制定有效提升策略以解决安全管理要求逐级衰减的问题,基于安全领导力-文化-行为(leadership-culture-behavior,LCB)理论,开发了适配施工企业特征的安全领导力测评量表(4个维度、20个题项);通过对深圳市某建筑施工企业1 115名管理人员进行问卷调查,结合描述性统计、单因素方差分析与质性访谈,分析了安全领导力现状。研究表明：施工企业安全领导力得分为4.18,整体处于较高水平,但存在维度间显著失衡;具体而言,愿景激励维度得分明显低于以身作则和绩效管控维度,凸显建筑施工企业当前存在“刚性制度管控强、柔性愿景驱动弱”的典型特征;关键薄弱环节出现在安全优先决策、创新激励机制及奖惩制度执行;学历因素对安全领导力得分呈现逆向影响,大专及以下学历管理者得分显著高于本科和研究生学历者。因此,建筑施工企业提升安全领导力必须考虑不同群体的认知多元性,以组织层面培育为根基,构建系统性三级干预框架：强化愿景激励的创新机制,深化员工关怀的双向沟通网络,持续完善奖励保障制度。该研究成果可为建筑施工企业制定精准的安全领导力提升策略提供参考。
Abstract
[Objective] Although construction accidents in China have declined over the past decade, safety management in the construction industry continues to face persistent challenges. Weak safety leadership remains a critical factor contributing to the attenuation of safety requirements across organizational levels. This study aims to assess the current state of safety leadership among construction enterprise managers and to propose targeted improvement strategies grounded in the leadership-culture-behavior (LCB) theoretical framework. [Methods] Drawing on LCB theory, a safety leadership assessment scale was developed, covering four dimensions—leading by example, vision motivation, care and respect, and performance control—and consisting of 20 items tailored to construction enterprises. A questionnaire survey was administered to 1 115 managers in a Shenzhen-based construction enterprise. Following rigorous validity checks, 1 032 valid responses were retained (response rate: 92.5%). Descriptive statistics, one-way analysis of variance, and qualitative interviews were employed to evaluate the status of safety leadership. Differences across demographic variables, including gender, age, work experience, position, and educational background, were also examined. [Results] The overall safety leadership score was 4.18, suggesting a relatively high level according to established standards. However, notable imbalances were observed across dimensions: vision motivation (4.05) scored significantly lower than leading by example (4.27) and performance control (4.19). This result reflects a typical pattern of “strong institutional control but weak vision-driven leadership, ” aligning with China's current phase of strict supervision in work safety. Three critical weaknesses were identified: (1) safety-prioritized decision-making (item L13, score 4.19), (2) innovative safety incentive mechanisms (item L24, 3.85, with only 29.5% reporting full compliance), and (3) implementation of reward and punishment systems (item L43, 3.96, with 66.7% reporting inadequate execution). Moreover, educational background was inversely correlated with leadership scores: high school graduates achieved the highest score (4.34), compared with bachelor's (4.15) and master's degree holders (3.95). This finding supports the “experience compensation effect” described in the efficiency-thoroughness trade-off theory, suggesting that less-educated front-line managers rely on practical experience and microlevel perspectives, whereas highly educated managers adopt norm-oriented frameworks with higher expectations of leadership effectiveness. [Conclusions] A three-tier intervention framework is proposed to address the identified challenges. First, vision-driven leadership should be strengthened through safety innovation incentives, such as innovation funds and quarterly microinnovation competitions. Second, employee care should be enhanced by establishing bidirectional communication channels, including monthly nonwork-related leader-subordinate interactions and the introduction of mental health days with counseling services. Third, reward systems should be continuously refined by aligning incentives to position-specific risks, linking safety performance to career advancement, and adjusting policies through regular evaluations. The findings emphasize that cultivating effective safety leadership requires organizational-level interventions that consider the diverse cognitive backgrounds of managers. The proposed scale offers a reliable tool for ongoing assessment and targeted improvement. Overall, this study provides practical guidance for strengthening safety leadership, preventing the erosion of safety management requirements, and enhancing safety culture within construction enterprises. Future research should extend validation of the framework across broader regions and examine the predictive relationship between safety leadership development and safety performance outcomes.
关键词
建筑安全 /
施工企业 /
安全领导力 /
提升建议 /
领导力-文化-行为理论
Key words
construction safety /
construction enterprise /
safety leadership /
improvement suggestions /
leadership-culture-behavior theory
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基金
国家自然科学基金青年科学基金项目(72401153)
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