The Effects of Leadership in the High Hazard Construction Sector: Injuries and Fatalities an Issue of Leadership and Not Hazard

Abstract

Few studies have documented effective safety performance in the high hazard construction industry and examined why some companies are able to experience success in reducing injuries while their peers have not. This paper reviews the literature related to safety performance in the construction sector. Several questions are raised by this research: What role does management play in improving safety performance in the construction sector? What organizational factors are responsible for effective safety performance? The data in this research suggests that safety and health programs can only be successful if program elements such as management commitment, employee involvement, hazard anticipation, hazard abatement, and training are present.