ПСИХОЛОГИЯ ЛИДЕРСТВА И БЕЗОПАСНОСТИ НА ПРЕДПРИЯТИЯХ ПОВЫШЕННОГО РИСКА: СОВРЕМЕННОЕ СОСТОЯНИЕ ИССЛЕДОВАНИЙ

Ключевые слова: психология управления, психология безопасности, психология управления безопасностью, лидерство, культура безопасности, предприятия повышенного риска, атомная отрасль, топливно-энергетическая отрасль, транспорт.

Abstract. This article analyzes the current state of research in the field of psychology of safety management at high-risk enterprises. It substantiates the importance of developing issues at the intersection of leadership and safety psychology in connection with the active participation of managers and leaders in shaping an organizational safety environment. The article examines the subject field of psychology of safety management at high-risk enterprises, and analyzes theoretical and methodological approaches to developing the problems of this scientific field. The leading conceptual basis of this area of research are managerial (development of the fundamentals of production management), technological/engineering-psychological (consideration of organizations as socio-technical systems and implementation of sustainability engineering) and organizational-psychological (creation of an organizational culture that stimulates safe behavior of personnel) approaches. The following provisions are common to industrial sectors: developing a safety culture and disseminating its values, implementing psychological technologies that ensure personnel commitment and involvement, and selecting and developing a safe leader. The specifics of developing the psychology of safety management at various high-risk enterprises are described in detail: in the nuclear and fuel and energy industries, a safety culture is actively being formed, which determines the values and strategies for managing the organization; in the field of transport, the phenomenon of safety is developed at the level of production groups and professional activities (and not the entire organization), is associated with professionally important qualities of managers, and is integrated into interactions with passengers. The insufficient development of psychological research into the complex phenomenon of safety management is noted. Prospects for further development of this research area are outlined, including the application of more psychological approaches and the identification of unique psychological phenomena at the intersection of leadership (management) and safety.

Keywords: management psychology, safety psychology, safety management psychology, leadership, safety culture, high-risk enterprises, nuclear industry, fuel and energy industry, transport