Abstract
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 (HROs) based on theory and previous empirical research. It identifies leadership behaviours that contribute to six organizing facets in HROs, 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.
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