为探究自我牺牲型领导对矿工安全绩效的“双刃剑”影响效应及边界条件，基于领导归因理论和资源保存理论,构建自我牺牲型领导、心理安全感、工作压力、自我效能感和安全绩效的理论关系假设模型；通过2阶段下属−管理者配对方式对61名管理者及其对应的358名矿工进行问卷调查获取有效数据，采用共同方法偏差检验和Bootstrap等方法对假设模型进行分析验证。结果表明：自我牺牲型领导与矿工安全绩效之间存在显著正向作用，心理安全感、工作压力通过不同路径发挥了中介作用，2条不同的中介路径说明了自我牺牲型领导具有“利之刃”和“伤之刃”的双刃剑效应；相较于自我效能感低的矿工，自我效能感高的矿工在自我牺牲型领导下能产生更多的心理安全感和更少的工作压力，从而有效提高安全绩效。

In order to explore the “double-edged sword” influence effect and boundary conditions of self-sacrificing leadership on miners’ safety performance, a hypothetical model of the theoretical relationship between self-sacrificing leadership, psychological safety, work pressure, self-efficacy and safety performance was constructed based on leadership attribution theory and resource conservation theory. A questionnaire survey was conducted for 61 managers and their corresponding 358 miners through a two-stage subordinate-leader matching method to obtain effective data, and the hypothesis model was analyzed and verified by common method bias test and Bootstrap methods. The results show that there is a significant positive effect between self-sacrificing leadership and miners’ safety performance, and psychological safety and work pressure play mediating roles through different paths, and the two different mediating paths indicate that self-sacrificing leadership has a double-edged sword effect of “sharp edge” and “wounded edge”; miners with high self-efficacy can generate more psychological safety and less work pressure under self-sacrificing leadership than miners with low self-efficacy, which can effectively improve safety performance.