Leading with safety [electronic resource]
- Thomas R. Krause.
- Hoboken, N.J. : Wiley-Interscience, c2005.
- Physical description
- xxii, 276 p. : ill. ; 25 cm. + 1 CD-ROM (4 3/4 in.)
- Includes bibliographical references (p. 251-257) and index.
- Foreword by John L. Henshaw. Preface. Acknowledgments. Introduction. Safety as metaphor for organizational excellence. SECTION 1. THE ORGANIZATIONAL SAFETY MODEL 5. 1. The Organizational Safety Model. How safety leadership assures improvement. The primary importance of the Working Interface. Understanding the relationship of exposure events to injury events. The necessity of leading indicators. Enabling safety systems. Sustaining safety systems. Leadership creates organizational culture and safety climate. What motivates leaders to improve safety?. Influencing the behavior of safety leaders. Sustaining organizational change: Two critical elements. SECTION 2. THE SAFETY LEADERSHIP MODEL. 2. The Safety Leadership Model, Part 1. The personality, values, emotional commitment, and leadership style of the effective safety leader. The core elements: personality, values, and emotional commitment. Measurement of the Big Five. Leading with Safety. Applications of Big Five research to safety leadership. Using the findings to improve safety leadership. How leaders use the Big Five to improve safety effectiveness. The leader's values and emotional commitment to safety. Leadership style: transactional and transformational. Cultivating style. 3. The Safety Leadership Model, Part 2. Best practices in safety leadership. The central role of leadership in safety. Leadership vs. management. Best practices in safety leadership. Measuring leadership best practices. 4. The Safety Leadership Model, Part 3. Understanding organizational culture and safety climate. Primary dimensions of organizational culture and safety climate. Why some organizations respond to change more readily. The Organizational Culture Diagnostic Instrument (OCDI). The Organization Dimension. The Team Dimension. The Safety-Specific Dimension. SECTION 3: THE LEADER'S ROLE: UNDERSTANDING TWO CRUCIAL ASPECTS OF HUMAN PERFORMANCE. 5. Changing Behavior Using Applied Behavior Analysis. Applied behavior analysis in organizational settings. How applied behavior analysis supports safety improvement. Central concepts: antecedents, behavior, consequences. ABC Analysis as a tool. Example 1: Changing behavior at the leadership level. Considerations for identifying new consequences. Example 2: Changing behavior at the middle management level. Putting behavior analysis to work. 6. The Effect of Cognitive Bias on Safety Decisions. Research findings on cognitive bias. Tragedy on Mount Everest in 1996. Applications to the organizational safety leader. Understanding cognitive bias. A manufacturing safety example. Putting knowledge of cognitive bias to work. SECTION 4: ENGAGING EMPLOYEES. 7. The Role of Executive Coaching in Leadership Development. Executive coaching: From remedial to developmental. A behavioral approach to leadership. The coaching process: Behavioral and contextual. Step One: Understanding the context. Step Two: Clarifying the client's unique point of view. Step Three: Gathering the data and writing a report. Step Four: The plan. Step Five: Implementing the plan. Step Six: Assessing the impact. Coaching for safety leadership. 8. The Role of the Supervisor in Leading with Safety. The pivotal role of the first-line supervisor. Communication skills - the foundation. The power of strong working relationships. Leading with Safety. Fair decision-making and its effects. Alignment: Incorporating organizational values and priorities into day-to-day activities. Safety contacts: Getting an accurate picture of performance. 9. A Systematic Process for Reducing Exposure to Hazards: What the safety improvement process looks like at the worker level. Engagement and cooperation. Getting engaged in safety. The safety improvement mechanism. Implementing the process: team makeup and charter. Roles at every level. Leadership and reduction of exposure to hazards. Best practices. Getting started. SECTION 5: APPLICATIONS. 10. Planning for Change: Designing Intervention Strategies for Safety Improvement. The importance of having an effective strategy for safety improvement. Developing a strategic plan for safety improvement. Examples of the development of strategic plans for safety improvement. Armed services branch. International metals and mining company. International energy and utilities company. Gulf coast chemical company. Puerto Rican consumer products company. 11. Case Histories in Leading with Safety. Shell Chemical. Petro-Canada. PotashCorp. Puerto Rican consumer products company. 12. NASA's Approach to Transforming its Organizational Culture and Safety Climate. Assessing the existing culture and climate. Findings. The intervention. The culture change plan. Results. Glenn Research Center &-- Stennis Space Center. Johnson Space Center. Bibliography. Index.
- (source: Nielsen Book Data)
- Publisher's Summary
- Building on years of research and experience in the field, "Leading with Safety" redefines organizational safety as an activity that both leads other performance areas and in turn must be led. Thomas Krause poses the question, 'What does it take to be a great safety leader?' and answers with a comprehensive new model for understanding safety leadership as it affects organizational culture and safety climate. "Leading with Safety" defines the practices, tools, and systems essential to creating an injury-free workplace, including the role of employees at each level, special considerations for coaching the senior executive leader, and the two crucial aspects of human performance that every leader needs to know. Ending with inspiring real-world examples or organizations that have put these tools into practice, "Leading with Safety" is written for any leader who wants to lead with safety toward a more robust, productive and effective organization.
(source: Nielsen Book Data)
- Supplemental links
- Table of contents:
- Publication date
- Electronic reproduction. Hoboken, N.J. : Wiley InterScience, 2007. Mode of access: World Wide Web. System requirements: Web browser. Title from title screen (viewed on Mar. 1, 2007). Access may be restricted to users at subscribing institutions.