Leading with Safety

  • ID: 2379643
  • Book
  • 304 Pages
  • John Wiley and Sons Ltd
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What others are saying about Leading with Safety

"A valuable work . . . clearly demonstrates that safety is about organizational culture, and it can be measured, assessed, evaluated and improved."
Sean O′Keefe NASA Administrator 2001 2005

"A great book for leaders throughout the organization who are wrestling with what they need to be doing to ′lead with safety′ . . . a safety leadership model, which if followed, will not only lead to improved safety performance, but improved organizational climate and better business results."
Andrew Stephens, VP Refining & Supply Petro–Canada

"An excellent reference tool and guide to improving safety leadership. It will be a continuing help to me in my own efforts. Get each page laminated you will wear it out otherwise!"
Jim Dietz, Executive VP and COO PotashCorp

"A must for those who aspire to lead change in a meaningful way. This book is a powerful blend of leadership theory and philosophy combined with the ′how to′ often missing in management literature."
Dennis Ruddy, President and GM BWXT Y–12 LLC

"A well–organized roadmap to the BST leadership process."
Jim Frederick, Industrial Hygienist United Steelworkers of America

"Leading with Safety is a treasure chest of concepts, tools, and processes that will dramatically help organizations with their safety initiatives."
Bob Rogers, President Development Dimensions International (DDI)

"I′m convinced Tom Krause cares about people and their safety. His support for effective methods, systems, and safety processes extends beyond simple business concerns. He truly cares."
Tom Weekley, PhD Co–Executive Director UAW GM Human Resources, United Auto Workers (UAW)

"Of the many innovations in this book, one that will be of particular interest to safety generalists is the recognition given to the primary importance of the Working Interface, described as the configuration of equipment, facilities, systems, and behaviors that define the interaction of the worker with the technology."
Fred Manuele, CSP, PE, President Hazards, Limited

"[Leading with Safety] could be as many as three separate books addressing the various aspects of leadership responsibility for not only the safety of an organization, but also its safe achievement of lofty goals."
Richard Healing, Board Member National Transportation Safety Board

"Engaging and representative of our experience with BST facilitators as well as our own employees."
Carl Hausmann, President & CEO Bunge North America, Inc.

"[A] significant contribution . . . shows that safety performance improvement is a multilayered, comprehensive, integrated, time–consuming undertaking . . . that can′t be repeated enough in safety circles and in executive suites."
Dave Johnson, Editor Industrial Safety & Hygiene News

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Foreword by John L. Henshaw.




Safety as metaphor for organizational excellence.


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.


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.


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.


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.


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.



Puerto Rican consumer products company.

12. NASA′s Approach to Transforming its Organizational Culture and Safety Climate.

Assessing the existing culture and climate.


The intervention.

The culture change plan.


Glenn Research Center & Stennis Space Center.

Johnson Space Center.



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Thomas R. Krause, PhD, is Chairman of the Board and cofounder of Behavioral Science Technology, Inc. (BST), an international performance solutions company based in Ojai, California.
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