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Safety-critical environments pose a number of complex challenges for leaders. At the interpersonal level, leaders must devote their time to monitoring safety behaviors, providing feedback, setting goals, and providing rewards to improve the behaviors of their followers. At the organizational level, leaders must work to create a positive safety culture where employees feel a sense of trust in management and empowerment. In addition to managing human error, leaders need to maintain the integrity of machines and technology used in the work environment. This chapter demonstrates the positive impact of these leader behaviors on safety performance at different organizational levels. In addition, it reviews how leaders can balance the safety goals intrinsic to high reliability with goals to support a productive and proactive workforce that goes beyond compliance and actively participates in the safety process.
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Fruhen, L.; Wang, L.; Griffin, Mark; Finnerty, D.; Jorritsma, K.; Boeing, A. (2016)© 2016 Society of Petroleum Engineers. All rights reserved. Practitioner views on good safety leadership constitute implicit leadership theories. Themes in the descriptions of best practices in safety leadership, illustrate ...
Nugraheni, Fitri (2008)This thesis sets out research carried out to investigate the usefulness of a descriptive database of construction methods for safety assessment. In addition, it investigates the possibility of utilising construction images ...
A new approach to managing work-related road traffic injury: The development of a health investment frameworkWarmerdam, A.; Newnam, S.; Sheppard, D.; Griffin, Mark; Stevenson, M. (2017)© 2017 Taylor & Francis Group, LLC. Objective: Statistics indicate that employees commuting or traveling as part of their work are overrepresented in workplace injury and death. Despite this, many organizations are ...