Luke Daniel

(Southern Cross University, Australia)

 

 

Abstract: Safety leadership can be the catalyst to influence employee behaviour and to achieve a strong safety culture. Paradoxically, the research detailing the mechanics and behaviours of safety leaders is dearth. This paper presents a model of safety leadership created from the literature and tested via post-positivist research, for validity within the Australian construction industry. Findings support the notion that safety leadership is harnessed through a combination of activities focused around relationships, authenticity, vision setting and engagement, which has subsequently been labelled the RAVE model. The contribution of this work adds to the leadership paradigm and provides a practical framework for further development activities aimed at increasing safety leadership behaviours.

 

 

Key words: safety; leadership; culture

 

JEL codes: M1, L7