| This case study explored the contextual conditions associated with leadership thought to be relevant to work group engagement and safety performance in a high-risk research and development work environment. Authentic leadership, high reliability, and safety culture theory formed the conceptual design framework of the study. High-risk work teams were selected using a statistical algorithm that predicts future incidents. A concurrent mixed methods approach collected data through questionnaire, interview, and observation to understand the dynamics among elements of organizational culture. Study results indicated that leaders of work teams with lower predicted incidents were more likely to demonstrate resilient behaviors and practices than work teams with higher predicted incidents. The study provides preliminary evidence on the applicability of certain traits found in the authentic leadership, high reliability, and safety culture literature to a research and development environment. It suggests that specific, inclusive leadership behaviors may be effective in increasing resilience for high-risk work teams. |
