Abstract
High-risk industries such as transportation, aviation, manufacturing, and nuclear power have much better safety track records than that of the health care industry. It is logical to look to these industries for effective safety practices that may translate to health care. One concept embraced by other industries that demonstrates significant potential for safety improvement in health care is Safety-Specific Transformational Leadership. This article introduces the concept and makes the case for embracing Safety-Specific Transformational Leadership in health care by proposing an operational definition and samples of behavioral assessment items for instrument development.
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