To fully reveal the complex mechanism of the impact of inclusive leadership on employees’ safety performance, this study constructs a theoretical model of the double-edged sword effect of inclusive leadership on safety performance, with psychological safety and perceived acceptability of norm violations as mediating variables, based on literature analysis and from the perspective of social information processing theory. Based on a survey of 399 employees in the sanitation industry, this study uses SPSS and AMOS for correlation analysis and hypothesis testing of the mediation effect. The results show that inclusive leadership, psychological safety, perceived acceptability of norm violations, and safety performance are significantly correlated with each other. Moreover, perceived acceptability of norm violations is negatively correlated with psychological safety and safety performance. Inclusive leadership has a direct positive impact on safety performance. Inclusive leadership also indirectly positively affects safety performance through the mediating role of psychological safety and indirectly negatively affects safety performance through the mediating role of perceived acceptability of norm violations. Managers should maximize the positive impact of inclusive leadership on safety performance and avoid negative impacts to reduce employee errors and improve safety performance.