ABSTRACT
This chapter aims to increase individual safety leadership capability across an organisation. The lack of a clear definition of safety leadership was initially voiced by Zanko and Dawson who found in their research that safety leadership is often lumped under the human resources discipline. Such categorical labelling thwarts growth in the discipline and may lead to leadership myopia. Through grounding research that was undertaken within a multifaceted business that spans multiple regions and countries, the core elements of safety leadership were explored. Safety leadership that is void of a vision is leadership without a template for success. From a safety paradigm, the vision can be based upon the absence of injury, reinforcing of safe behaviours or other macro vision that is aimed at minimising harm. When empirically crafting the definition towards safety leadership, all participants made a reference to the importance of having a core value towards safety.
