Leadership is a necessary element for ensuring workplace safety. Rather little is known about the role of leadership safety behaviours (LSBs) in the mining industry. Using regression analysis and structural equation modelling analysis, this study examined the cause-and-effect relationships between leadership safety behaviours and safety performance. Data were collected by questionnaires from 305 miners in China. Data were analysed using exploratory factor analysis and confirmatory factor analysis, which identified five main dimensions of LSBs: safety management commitment, safety communication with feedback, safety policy, safety incentives, and safety training; the analysis also identified three main dimensions of safety performance: employee’s safety compliance, safety participation, and safety accidents. The results showed the overall effects of each LSB variable on safety compliance in descending order as: safety training (0.504), safety incentives (0.480), safety communication with feedback (0.377), safety management commitment (0.281), and safety policy (0.110). The overall effects of each LSB variable on safety participation in descending order were: safety training (0.706), safety incentives (0.496), safety management commitment (0.365), and safety policy (0.247). Furthermore, we found that safety management commitment and safety incentives increased employees’ safety behaviours, but this influence was mediated by safety training, safety policy, and safety communication with feedback.

The risks faced by the mining industry have always been prominent for every walk of life in China. As the direct cause of accidents, individual unsafe behaviors are closely related to their risk perception. So, it is important to explore the factors affecting miners’ risk perception and analyze the influencing mechanisms between these factors and risk perception. The questionnaire survey method was used to collect the data of risk perception from nearly 400 respondents working in metal mines in China. Exploratory factor analysis and confirmatory factor analysis were used to analyze and process collected data. The impact of four factors affecting miners’ risk perception was verified, namely: organizational safety atmosphere, organizational trust, knowledge level, and risk communication. Then, regression analysis, Pearson correlation analysis, and structural equation model analysis were used to examine the effect of the four influencing factors on miners’ risk perception. The four influencing factors all have a positive impact on miners’ risk perception; knowledge level has the largest explained variation of miners’ risk perception, followed by risk communication. Organizational trust and organizational safety atmosphere have an indirect and positive impact on miners’ risk perception intermediated by knowledge level and risk communication. The results offer four important aspects of mine safety management to help miners establish quick and accurate risk perception, thereby reducing unsafe behaviors and avoiding accidents.

Differences in risk perception between frontline construction workers and managers can create communication barriers and lower the efficiency of safety management. In this study, we focused on frontline construction workers and managers and used event-related potentials (ERPs) to examine discrepancies in risk perception across two processes: hazard identification and risk judgment. During hazard identification, workers identified fewer hazards correctly than managers (p = 0.009 < 0.05). Managers also showed larger N200 amplitudes than workers (p = 0.040 < 0.05), which suggests that managers engaged conflict monitoring and inhibitory control more strongly. During risk judgment, workers responded more slowly than managers (p = 0.012 < 0.05). They also showed lower P100 (p = 0.026 < 0.05) and LPP amplitudes (p = 0.024 < 0.05), indicating weaker early visual–attentional gating and less sustained evaluative engagement with hazardous scenes. These patterns indicate that workers rely more on irrelevant information, whereas managers respond more sensitively to potential hazards. By revealing when and how role-based differences emerge, our findings offer a neurocognitive explanation for the persistent gap in risk perception and highlight specific targets for training. These insights can guide risk communication between managers and workers, extend research on risk-perception differences beyond self-report measures, and illustrate the value of ERP as a time-resolved tool for studying risk perception.