earticle

영어

In the current market environment, external and internal pressures on enterprises are gradually increasing, making it important to improve the production efficiency. Previous research has shown that an enterprise’s efficiency depends on the total work input of all employees. Therefore, the primary task of an enterprise manager is to improve employees’ enthusiasm. This study examines the effects of transactional leadership on the psychological safety and job engagement of new employees in China, with particular attention to the differences between the “in-group” and “out-group.” This study conducts a comparative analysis to identify the impact of transactional leadership on the psychological safety of “in-group” and “out-group” employees. It focuses on three main issues. First, enterprises should distinguish in-group employees from out-group employees based on leader-member exchange quality, investigate the differences in their psychological safety, and conduct differentiation research. Second, the study analyzes the mediating effect of psychological safety in the relationship between “in-group” and “out-group” employees and their job engagement. Third, the study tests the moderating effects of transactional leadership on “in-group” and “out-group” employees and their psychological safety. The results of this study show that transactional leadership, within the context of Chinese culture, can significantly improve the psychological safety and job engagement of new employees through specific management strategies, and this effect is observed in both “in-group” and “out-group” employees.