Despite advancements in ensuring safety, high-risk and highly regulated organizations have not been immune to major life-threatening accidents. Growing evidence indicates that these accidents are not solely attributable to the limitations of technical barriers, but rather to the complex interactions among technical, human, and organizational factors. While both the literature and regulatory frameworks have acknowledged the role of leadership in addressing this complexity, traditional views of leadership for safety tend to focus on individual abilities to achieve safety objectives, overlooking its processual and organizationally embedded nature needed to deal with complexity.
A conceptual framework of organizationally embedded and dynamic tensions that leaders must engage with to enhance safety is developed through a qualitative study based on an international and interdisciplinary workshop on leadership for safety in the nuclear sector.
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