Abstract: 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.