2369 Table 1 - Human + Digital leadership pillars and perceived outcomes Dimension Mean / 5 Cronbach’s alpha Key finding AI-augmented judgment and critical thinking 3.76 0.727 Digital tools are valued, but critical validation is weaker Communication, emotional intelligence and trust 3.90 0.839 Communication strongly supports preventive culture Strategic foresight and change management 3.85 0.887 Strategic alignment is high, but adaptation support is lower Human + Digital Leadership Index 3.84 0.907 Overall exploratory maturity is moderate-high Perceived safety outcomes 3.95 0.883 Respondents perceive improvements in decisionmaking and prevention 7.3 Human + Digital Index and Perceived Outcomes The perceived safety outcomes index obtained a mean score of 3.95/5 and a Cronbach’s alpha of 0.883. Respondents reported high perceived improvements in safety decision-making (83.9%), response to early risk signals (83.1%), and prevention of high-potential incidents (83.1%). Agreement was lower for the solidity of learning culture (70.2%), suggesting that organizational learning remains an area for improvement. Exploratory Spearman correlations showed a positive association between Human + Digital leadership maturity and perceived safety outcomes. The global index correlated positively with perceived outcomes (ρ = 0.656). Among the pillars, the strongest association was observed for strategic foresight and change management (ρ = 0.640), followed by communication and trust (ρ = 0.576) and AI-augmented judgment and critical thinking (ρ = 0.435). These results should be interpreted as exploratory associations, not causal effects. Differences between mine operators and contractors were small: the global index was 3.85 for mine operators and 3.83 for contractors. However, broader digital adoption showed a clearer pattern: respondents reporting wide use of digital tools had a higher Human + Digital Index (3.99) than those reporting partial (3.81), limited (3.63), or no use (3.58). 7.4 Barriers and Enablers The main barrier to integrating digital tools with human-centered leadership was resistance to change (40.3%), followed by lack of training (17.7%), lack of strategic alignment (16.1%), low trust in systems (12.9%), and information overload (10.5%). The main enabler was visible field leadership (26.6%), followed by adequate technological support (24.2%), strategic alignment (22.6%), effective communication (16.1%), and training in leadership competencies (8.9%). This reinforces the central argument that digital transformation in safety depends not only on tools, but on leadership capability, trust, and change management.
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