The safety citizenship behavior (SCB) of construction workers can improve project safety performance. This study explored how construction company owners’ safety management behavior contributes to the development and encouragement of SCB. It combined the Job Demands–Resources (JD-R) and Stimulus–Organism–Response (SOR) theories to propose relevant hypotheses and develop a theoretical model to examine the effect of owners’ safety management behavior on construction workers’ SCB. Data from 534 construction workers were collected through questionnaires. Confirmatory Factor Analysis (CFA) and the Structural Equation Model (SEM) were used for empirical analysis. It was found that the owner’s safety management behavior positively affected the construction workers’ SCB. In particular, work engagement played an intermediary role, while power distance exhibited a moderating effect. A few noteworthy findings are that proactive safety behavior is significantly positively influenced by organization and coordination, prosocial safety behavior is significantly positively influenced by safety funding investment, and high power distance is not always bad for construction workers’ safety citizenship behavior. By determining the connection between owners’ safety management behavior and construction workers’ SCB, this study offered a fresh perspective on promoting construction workers’ proactive behavior and put forward suggestions for owners to improve project safety management.

The proactive safety behavior of construction workers is crucial for accident prevention. This study examines the mechanism through which altruistic leadership influences such behavior, proposing a theoretical model grounded in social exchange theory, self-determination theory, and situational strength theory. The model positions psychological empowerment as a mediator and perceived organizational support as a moderator. Hypotheses were tested using survey data from 718 construction workers in China. The data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM), complemented by a multi-group analysis based on the workers’ age and weekly working hours. The results show that altruistic leadership significantly enhances proactive safety behavior. Psychological empowerment partially mediates this relationship, while perceived organizational support positively moderates the link between psychological empowerment and proactive safety behavior. Furthermore, the positive effect of altruistic leadership was more substantial among older workers and those with longer weekly working hours. In contrast, the mediating role of psychological empowerment was more pronounced among younger workers. These findings reveal the dual influence of internal psychological mechanisms and external contextual factors in the relationship between altruistic leadership and proactive safety behavior. This study helps managers foster safety proactivity by promoting altruistic leadership and supportive organizational environments.