Analyzing the Influence of Safety Leadership, Work Pressure, and Safety Culture on Worker Safety Behavior in Steam Power Plant

Abstract

Workplace safety in coal-fired power plants in Sumatra, Indonesia, remains suboptimal, evident in the high incidence of work-related accidents leading to fatalities. This research acknowledges previous findings indicating that a significant portion of accidents is attributable to unsafe behavior. The aim of this study is to examine the combined impact of safety leadership, work pressure, safety culture, and safety behavior in a power plant in South Sumatra. Conducted at one of these facilities, the research utilized a questionnaire distributed to 102 respondents, with data analysis employing Structural Equation Modeling (SEM) through Partial Least Square (PLS). Results indicate that work pressure influences safety culture and safety behavior, safety leadership affects safety culture but insignificantly impacts safety behavior, and safety culture mediates the relationship between safety leadership, work pressure, and safety behavior. The implications of these findings provide guidance for companies to enhance safety behavior, emphasizing the establishment of a robust safety culture and effective safety leadership to prevent workplace accidents.