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- W2518239741 abstract "Although safety interventions targeted at managers or supervisors are believed to bethe most effective leverage for change, the mechanisms involved in developing andpropagating a positive safety culture are poorly understood. “Safety Intelligence” wasfirst proposed by Kirwan in 2008 as a response to growing disillusionment with safety culture, focusing on recruiting and equipping leaders with the personal attributes, skills, and knowledge required to positively influence safety in their organizations. So far Safety Intelligence has only been studied within air traffic management, but opening up the construct and exploring its relevance to managing complex and hazardous construction projects offers new theoretical directions for occupationalsafety and health research in the sector. Existing studies of safety-related leadershipcompetences in the US, UK, Australian, and Danish construction industries werereviewed in light of the Safety Intelligence model. These studies have exploredspecific competences including knowledge; communication; leadership style;emotional intelligence; and emotional expression. By comparing these competenceswith those of Safety Intelligent leaders within the ultra-safe, highly reliableenvironment of air traffic management, the differences between the leadership stylesrequired to cope with the differing priorities of the two sectors were highlighted. Safety Intelligent supervisors promote a just culture, empowerment and collaboration with members, proactivity, and communication – aspects of leadership which are difficult to achieve, but have nonetheless been shown to contribute to safeconstruction. Safety intelligence therefore holds considerable promise for improvingsafety in construction projects." @default.
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- W2518239741 date "2015-01-01" @default.
- W2518239741 modified "2023-09-27" @default.
- W2518239741 title "COMPARING SAFETY INTELLIGENCE IN AIR TRAFFIC MANAGEMENT AND CONSTRUCTION: A CONCEPTUAL COMPARISON" @default.
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