Safety performance is a complicated issue, particularly in high-hazard environments, where time and other constraints can be restricted. From an organisational and business perspective, safety and performance are often seen as competing goals. When production is increased, safety defenses and barriers frequently decrease, and when programs are developed in an effort to improve safety, employees may be unable to meet production goals within the safety constraints. This book recognises these difficulties and constraints and proposes an approach to safety leadership in which safety and performance are linked.

The author introduces nine components to team leadership. By using this information, leaders will gain an understanding of key factors that will help them design, develop, and implement team training programs that improve the way employees work together and the way they mitigate hazards. Additionally, the book describes how work systems and work environments may be designed or shaped so that teams are placed in a position to do their optimal work, maximising the potential for human and team performance.