This conceptual paper explores the relationships between safety culture and safety leadership that contributed to safety performance in Malaysian manufacturing SMEs, emphasizing the moderating role of co-worker support. Drawing on Social Exchange Theory (SET) and Leader-Member Exchange (LMX) Theory, this study integrates existing literature to propose a conceptual framework. Safety culture, encompassing management commitment, safety communication, safety training, and safety rules and procedures, alongside safety leadership dimensions (safety caring, safety coaching, and safety controlling), significantly influences safety performance measured through compliance and participation. However, the moderating effect of co-worker support remains underexplored. This paper addresses this gap by developing a conceptual model that provides a foundation for future empirical studies. The implications for academia and industry are discussed, offering insights for enhancing workplace safety in SMEs.
Ismayatim et al. (Mon,) studied this question.