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High reliability leadership: A conceptual framework
Author(s) -
MartínezCórcoles Mario
Publication year - 2018
Publication title -
journal of contingencies and crisis management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.007
H-Index - 51
eISSN - 1468-5973
pISSN - 0966-0879
DOI - 10.1111/1468-5973.12187
Subject(s) - reliability (semiconductor) , leadership theory , conceptual framework , hazard , empirical research , management science , psychology , business , leadership style , public relations , sociology , shared leadership , political science , engineering , epistemology , power (physics) , social science , chemistry , physics , philosophy , organic chemistry , quantum mechanics
Although it is assumed that leaders can be extremely important in enhancing safe operations, little is known about how they actually contribute to high reliability organizing. This study proposes a conceptual framework for leadership in High Reliability Organizations ( HRO s) based on theory and previous empirical research. It identifies leadership behaviours that contribute to six organizing facets in HRO s, from which two leadership behavioural categories are extracted: leading expansion and leading reaction. Behaviours included in both categories might be potentially beneficial practices for leaders working in high‐hazard industries. The framework provides the basis for future theory development and debate.