Transformational Leadership and Safety Attitudes in Firefighting: Evidence on the Moderating Role of Perceived Accident Likelihood from South Korea

Leadership is context-dependent in its influence on various employee attitudes and behaviors, particularly in high-risk environments. Despite this, few studies have explored the role of leadership in shaping safety-related outcomes within high-risk public sector settings. This study posits that leadership’s impact may differ in high-risk contexts such as firefighting, where safety is of utmost importance. Using survey data collected from firefighters in Gyeonggi-do, the largest province in South Korea, this study examines the relationship between transformational leadership, perceived accident likelihood, and three safety-related attitudes: safety motivation, safety compliance, and safety participation. With sample sizes for the three dependent variables ranging from 1502 to 1504, the ordinary least squares (OLS) regression results indicate that transformational leadership is positively associated with all three safety attitudes. However, perceived accident likelihood shows a positive relationship with only one of the safety-related attitudes: safety motivation. More importantly, perceived accident likelihood moderates the relationship between transformational leadership and safety attitudes; as perceived accident likelihood increases, the positive impact of transformational leadership on these attitudes diminishes. These findings underscore the contextual nature of leadership effectiveness in high-risk settings and highlight the importance of contextual factors in understanding leadership styles.