THE EFFECTIVE SAFETY LEADER: Leadership Style & Best Practices

Krause, Thomas R.
December 2007
Occupational Hazards;Dec2007, Vol. 69 Issue 12, p19
The article outlines the leadership styles and best practices that a safety leader must possess. The leadership style concerns how the leader approaches opportunities, what he or she chooses to emphasize, to defer and to delegate to others. The four dimensions of the transformational leadership style are influencing, engaging, inspiring and challenging.


Related Articles

  • Defining 'world class' management. Eckhardt, Bob // Concrete Products;Apr99, Vol. 102 Issue 4, p16 

    Discusses challenges facing companies in finding a world class safety program for benchmarking purposes. Problem of a world class safety program being recognizable outside the company; Need to conduct research on world class safety systems; Role of good management in quality safety programs;...

  • Assessment Matrices for Benchmarking EH&S Programs. Taggart, Michael Dean; Carter Sr., Horlin // Professional Safety;May99, Vol. 44 Issue 5, p34 

    Describes an assessment matrix, a series of instruments that, when used collectively, will accurately identify hazards and deficiencies in the workplace. Elements of the assessment matrix for benchmarking; Discussion on the experience modification rate used by insurance carriers to determine...

  • Managing asset reliability.  // DEMM: Engineering & Manufacturing;Jul2009, p8 

    The article discusses the need for leadership and expertise from operations and expert service provider to achieve industry leading performance. It provides several steps for delivering the best return on investment such as benchmarking of the existing maintenance organization and safety...

  • Building a Better Safety Vehicle. Simon, Steven I.; Frazee, Patrick R. // Professional Safety;Jan2005, Vol. 50 Issue 1, p36 

    Discusses how automobile company General Motors Corp. accomplished a leadership-driven safety culture change in the United States. Benchmarking initiatives; Creation of a corporate safety and health policy; Safety leadership training course of the company.

  • Differences in levels of duty of care.  // Accountancy Ireland;Apr2012, Vol. 44 Issue 2, p87 

    The article discusses a benchmarking study conducted by global medical and security services firm International SOS regarding corporate protection of employees working abroad, including information on Duty of Care practices, risk assessment evaluations, and policy implementations.

  • Benchmarking.  // A-Z of Health & Safety;2006, p47 

    Chapter 7 of the book "The A-Z of Health and Safety" is presented. It defines health and safety benchmarking as a planned process by which an organization compares its process and performance with others. Organizations compare their processes and performance to learn how to reduce accidents and...

  • How to use benchmarking to improve your safety and loss control programs. Tochtenhagen, Mark; Vermeulen, Mark // Industrial Safety & Hygiene News;Aug2007, Vol. 41 Issue 8, p50 

    The article discusses best practices in improving safety and loss in the U.S. It notes that when a company incorporated benchmarking tools in its loss control information it will have several benefits such as obtaining real-time answers to questions, identifying trends and triggering proactive...

  • Sharing & comparing. Bibbings, Roger // RoSPA Occupational Safety & Health Journal;May2012, Vol. 42 Issue 5, p63 

    The article discusses comparing health and safety performance and sharing best practice as key to establishing a professional approach to industrial operations. It states that health and safety appears to be an area in business where most progressive companies are more relaxed over sharing...

  • Don't Just Manage Musculoskeletal Disorders, Drive Performance through Ergonomics. Mallon, James // EHS Today Exclusive Insight;3/5/2012, p5 

    The article discusses the results of Humantech's benchmarking study of how companies implement their ergonomics programs. The study discovered a common belief that most companies thought they are ahead in their ergonomics process than they actually were. In addition, many organizations expect...


Read the Article


Sign out of this library

Other Topics