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Workplace safety has been a persistent issue for safety-critical organizations. Based on self-verification theory, this study investigates how authentic leadership affects safety behaviors in a collectivistic context.

This research collected 259 matching questionnaires for high-speed railway (HSR) drivers and their supervisors in China. Specifically, HSR drivers were invited to fill in their general perceived authentic leadership, person-organization fit and collectivistic orientation. In addition, their direct supervisors were invited to assess their safety behaviors.

Authentic leadership exhibits a significant positive impact on safety compliance and safety participation, implying that authentic leadership positively impacts safety behavior. The person-organization fit partially mediated the relationship between authentic leadership and safety behavior (safety compliance and participation). Furthermore, collectivistic orientation moderates the relationship between authentic leadership and person-organization fit.

The findings of this study provide important insights into authentic leadership and person-organization fit for developing effective strategies to improve workplace safety.

Drawing on the equity theory and self-categorization theory, the authors examine the congruence effect of perceived self-overqualification and perceived coworker-overqualification on team–member exchange (TMX) quality, which in turn influences employees' organizational identification.

The data were collected from 392 employees in 78 teams at 2 time points, and polynomial regressions was used to test the hypothesized associations.

The more consistent perceived self-overqualification is with perceived coworker-overqualification, the higher quality of TMX. Moreover, TMX mediates the relationship between this congruence on organizational identification, which indicates that the congruence of perceived overqualification is related to higher-quality TMX, and then makes overqualified employees produce higher levels of organizational identification.

The findings of the research contributes to theory building of perceived overqualification through distinguishing perceived overqualification as an individual characteristic from the perception of overqualification that occurs in teams. Besides, by analyzing employees' experiences of overqualification in the context of their colleague-group, this study demonstrates the importance of considering overqualified individuals' social context (e.g. the composition of teams) in exploring the consequences of perceived overqualification. Theoretical and practical implications are discussed.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Human factors account for most concerns about workplace safety in high risk industries. Authentic leaders able to increase the person-organization fit of employees have the capacity to help improve safety in the workplace.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.