[Correction Notice: An erratum for this article was reported in Vol 17(1) of Journal of Occupational Health Psychology (see record 2011-29717-003). The affiliation of author Paul J. Taylor was incorrectly listed as University of Liverpool. The correct affiliation is Lancaster University. All versions of this article have been corrected.] Although safety-specific transformational leadership is known to encourage employee safety voice behaviors, less is known about what makes this style of leadership effective. We tested a model that links safety-specific transformational leadership to safety voice through various dimensions of trust. Data from 150 supervisor-employee dyads from the United Kingdom oil industry supported our predictions that the effects of safety-specific transformational leadership are sequentially mediated by affect-based trust beliefs and disclosure trust intentions. Moreover, we found that reliance trust intentions moderated the effect of disclosure: employees' disclosure intentions mediated the effects of affect-based trust on safety voice behaviors only when employees' intention to rely on their leader was moderate to high. These findings suggest that leaders seeking to encourage safety voice behaviors should go beyond “good reason” arguments and develop affective bonds with their employees. (PsycINFO Database Record (c) 2011 APA, all rights reserved)