For leaders who truly want to integrate safety into their way of working
There are rules. There are procedures. There are checklists. Yet incidents, near misses, and close calls still happen. How is that possible?
Because safety doesn’t live on paper. It lives in behaviour. In choices. In culture. And that culture? It’s shaped largely by leadership.
This article is for every leader who thinks: I want to do more than check if the helmet is on. You want to build a team that owns safety. You want to integrate safety into your daily leadership without it feeling like an extra task. You want to lead safety – not manage it.
Welcome.
What is safety leadership?
Simply put: as a leader, you shape how people approach safety. Not just through words, but through your actions.
A safety leader:
- Considers safety in every decision, not just after incidents
- Shows exemplary behaviour, even when it’s hard
- Opens up discussions about mistakes, without blame or shame
- Sees safety not as a barrier, but as the foundation of good work
Leadership happens in interaction. Safety lives in how you show up, communicate, listen, and act.
“Your team watches less what you say, and more what you do.”
What doesn’t work?
Many companies invest in systems and tools but neglect the behavioural side.
That’s like building a gourmet kitchen without hiring a chef.
So what goes wrong?
- Rules get checked off but not lived by
- Safety feels like an “HR thing” or a top-down obligation
- Leaders set goals but don’t lead by example
- Mistakes are punished rather than used as learning moments
Many safety programs fail because they overlook the human factor. People don’t do what’s in the policy – they do what their leader considers normal.
So what does work? Seven habits of strong safety leaders
At Samurai at Work, we train leaders in safety leadership every day. These are the five habits that truly make an impact:
- Make safety visible
Not just during toolbox meetings. Also during coffee breaks, team briefings or evaluations. When you consistently bring up safety, it becomes a shared value. - Be present and approachable
Walk around. Ask how people are doing. Let them share. And really listen—even when it’s uncomfortable. - Say what you do—and do what you say
You are the example. Show that safety matters, even when it costs speed or convenience. - Normalize conversations about mistakes
Mistakes are not failures—they are learning opportunities. Dare to be vulnerable yourself. That gives others permission to be honest. - Give responsibility, not just rules
Involve your people. Ask: What do you need to work safely? Let them co-create solutions and take ownership. - Safety as part of the job—not on top of it
One of the biggest misconceptions about safety? That it’s ‘extra’. Something you have to do on top of your job. It’s the opposite: safety is your job. For the welder, the planner, the operator—and the leader. If safety is always treated separately—with its own meetings, its own checklists—it will continue to feel like a burden. But when you integrate it into how you plan, guide, communicate and decide, it becomes a natural part of how you work. Not an add-on, but a core part of professional behaviour. That’s when it comes alive. - Celebrate what goes well
Safety isn’t just about avoiding what goes wrong—it’s about recognising what goes right. Small wins, smart solutions, or a colleague who speaks up about unsafe behaviour—these deserve appreciation. Not with applause or bonuses, but with a genuine “good catch” or “thanks for speaking up”. By making positive examples visible, you give the right behaviour more weight than any poster or campaign. People feel: this is how we do things here.
What does safety leadership bring?
A safe work environment is not a nice-to-have—it’s essential. And the impact of strong safety leadership goes far beyond fewer incidents:
- Higher engagement
- Better teamwork
- Lower stress
- Increased productivity
- Less turnover
If you take safety seriously, you take people seriously. And if you take people seriously—you win on every front.
Safety doesn’t need to be a separate task. It’s embedded in the way you lead. In how you listen, make decisions, and show up.
At Samurai at Work, we support leaders who want to make a real difference—not with thick manuals, but with practical, deep guidance that actually works.
💬 Curious? Book a free intake
Ready to make a difference through safety leadership?
P.S. This is not a loose opinion or a feel-good checklist. Everything you read here is deeply rooted in our daily practice at Samurai at Work—and in what science tells us.
We combine what we observe in real-life leadership with research-based insights from models like Amy Edmondson’s psychological safety, Zohar’s safety climate, and Hersey & Blanchard’s situational leadership.
We also embed behavioural psychology, like the COM-B model. This way, you get the best of both worlds: solid theory and practical strategies that actually work.
Interested in the theory behind it? Read on.
1. Psychological Safety – Amy Edmondson
What is it?
Psychological safety means people feel safe to speak up, ask questions, admit mistakes or express concerns—without fear of rejection or punishment.
Why does it matter?
When employees feel unsafe, they stay silent about risks, errors, or doubts. In a safety-critical environment, that’s dangerous.
Application in safety leadership:
A leader who engages in open dialogue, discusses mistakes without judgment, and shows vulnerability (e.g. “I misjudged that last week”) builds psychological safety.
2. Safety Climate – Prof. Dov Zohar (1980)
What is it?
Safety climate refers to the shared perception within a team about how much safety truly matters in the organisation.
It’s not what’s on paper—it’s what people observe in the behaviour of their leaders and peers.
Why does it matter?
When employees see deadlines being prioritised over safe practices, they take risks. Climate shapes behaviour.
In his 1980 publication, Zohar introduced the idea that workers’ perceptions of how much their organisation values safety determine their safety attitudes and actions.
Employees constantly pick up on cues:
- Are safety rules really followed—or just on paper?
- Does my leader respond to unsafe behaviour?
- Are production and speed rewarded more than safe conduct?
Application:
If you, as a leader, consistently and visibly prioritise safety—even when it clashes with speed or output—you signal: Safety first is more than a slogan.
3. Situational Leadership – Hersey & Blanchard
What is it?
The Situational Leadership Model says: there’s no one-size-fits-all style. The best leadership depends on who you’re leading—their skill level and willingness. You adapt your style accordingly.
Four styles:
- Directing – lots of instruction, little autonomy
👉 For inexperienced or unsure employees. - Coaching – direction and support
👉 For those who are motivated but still learning. - Supporting – less direction, more listening
👉 For competent employees who may need reassurance. - Delegating – full autonomy
👉 For skilled and motivated team members.
Why it works for safety leadership:
Not everyone in your team has the same confidence or competence around safety.
If you always use one approach, you’ll miss the mark. Situational leadership helps you adjust: some need structure, others need trust.
Real-life example:
A junior technician may need stricter guidance on PPE use, while an experienced colleague may benefit more from collaborative risk assessments.
Both styles are valid—when tailored to the individual.
4. COM-B Model – Michie et al. (2011)
What is it?
The COM-B model says that behaviour is the result of three elements:
- Capability: Do people have the knowledge and skills?
- Opportunity: Does the environment support the behaviour?
- Motivation: Do they want to do it?
👉 Behaviour = Capability + Opportunity + Motivation
Why it’s powerful for safety leadership:
Instead of asking “Do you want to work safely?”, ask “Can you?”, and “Does the environment allow it?”.
This helps you see safety not just as a mindset issue, but a broader, systemic one.
Workfloor application:
If someone keeps forgetting their hearing protection, the issue could be:
- Capability → Do they understand the risk?
- Opportunity → Is PPE always available?
- Motivation → Do they see its value, and feel appreciated?
As a leader, your response should match the cause.
Maybe they need better instructions. Maybe a more supportive system. Or maybe just a good, honest conversation.
