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    Safety Leadership

    Access Status
    Fulltext not available
    Authors
    Griffin, M.
    Talati, Zenobia
    Date
    2014
    Type
    Book Chapter
    
    Metadata
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    Citation
    Griffin, M. and Talati, Z. 2014. Safety Leadership, in Day, D. (ed), The Oxford Handbook of Leadership and Organizations, pp. 638-656. London: Oxford University Press.
    Source Title
    The Oxford Handbook of Leadership and Organizations
    ISBN
    0199755612
    School
    School of Psychology and Speech Pathology
    URI
    http://hdl.handle.net/20.500.11937/42443
    Collection
    • Curtin Research Publications
    Abstract

    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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