*Theoretical Framework*

The theoretical foundations for this study come from three theories, namely social systems theory, social identity theory, and social exchange theory. The social system theory [20] holds social behavior as the result of the interaction of the institution's role and expectations and individual personality and needs [21,22]. In an organization, organizational behaviors

are products of interaction between the organizational factors and individual factors. The safety management practices adopted by the organizations in terms of safety-policy making, safety training, safety communication, and preventive planning lead to developing a safety climate that further boosts safety performance. Skyttner [23] stated that the emergence of anything results from the interaction of independent parts when they stop being independent and start to influence each other; therefore, it is posited that when individuals come together (the leader and employees) and develop a common sense of implementing safety in the organization it creates a safety climate in the organization, thus satisfying the social systems approach. It is noted that when individuals adopt safety practices, they try to achieve safety synergy [24], reflecting the social systems approach. Individual after individual following the safety standards combine together and make it a success.

Similarly, according to social identity theory, positive CSR perceptions (safety management, safety consciousness, safety climate, and safety performance) enhance organizational identification. This leads to the desire to maintain this positive identity and group membership, which later on translates into commitment. In safety-oriented organizations, the people feel safe and tend to retain their jobs for longer times.

The theory of social exchange [25] postulates that in any social interaction where one party acts in a manner that benefits a second party, a mutual expectation will emerge that obligates the second party to reciprocate, at some later stage, by acting in a way that benefits the first party [26]. The social exchange theory (SET) is a theory that describes relationships as result-oriented social behavior. It is based on the reciprocity of the behaviors. The social behavior in the interaction of organization and employees is used for a cost–benefit analysis to create a win–win situation [27]. In this situation of give and take, this study argues that responsible leaders, by virtue of taking care of the stakeholders [28], will ensure the formulation of effective health and safety policies and procedures, provide the necessary knowledge, skills, and abilities, provide support on such policies and procedures, communicate performance standards, and promote a safety climate. As suggested by the social exchange theory [25], responsible leaders will be fostering a trusting relationship among employees (as stakeholders) through their proactive participation in ensuring the implementation of health and safety procedures, thereby acting as role models of health and safety rules and regulations [29]. Moreover, it is noted that socially responsible behaviors such as safety behaviors cannot be implemented without the influence of the leaders [30]. Under such arguments, it is posited that when employees get something of value from their leaders, they try to give it back through their hard work and by following the practices they require from them to ensure performance targets. The employees who take training from their responsible leaders tend to stand with them and try their best to practice safety at the workplace, thus enforcing the social exchange. The proposed research framework is presented in Figure 1.

**Figure 1.** Proposed Research Framework.
