This research examines how certain leadership skills can affect workplace safety performance. It explores the relationship between leadership skills, current safety practices and culture. The focus is on how front-line supervisors' skills and abilities to promote safety culture can influence injury rates. Research suggests recruiting supervisors who demonstrate transformational leadership traits in order to foster a positive safety culture. Studies show transformational leaders are more likely to actively engage in safety programs and achieve better safety outcomes compared to transactional leaders who rely more on rewards and punishments.
This document summarizes research on the relationship between leadership styles and workplace safety. It discusses how transformational leadership, which prioritizes employee needs and influences employees through trust and motivation, is linked to better safety outcomes than transactional leadership, which focuses on rewards and punishments. Several studies found that transformational supervisors were associated with more positive safety climates and cultures in organizations compared to transactional supervisors. However, the research did not definitively prove that transformational leadership causes lower injury rates. Overall, the document examines how leadership skills and styles can impact workplace safety but more research is still needed.
Changing a corporate safety culture requires systemic engagement from leadership down to employees and can't be accomplished through rhetoric alone. Leaders who try to change the culture solely on their own or without input from others will only create compliance, not real culture change. The article recommends complementing the existing culture rather than trying to overhaul it. It suggests identifying informal influencers, having safety conversations to understand subcultures, and instilling safety as a value through behaviors modeled by leaders and repeated by all employees. Focus on a few key behaviors at a time that fit the current culture and reinforce them until they become routine.
Influence of power bases on leadership strategies adopted byAlexander Decker
This document summarizes a study that examined the relationship between power bases and leadership strategies in information technology organizations. The study surveyed 515 employees from 87 IT companies to measure managers' power bases using French and Raven's taxonomy and leadership strategies using Cooke's instrument. The findings showed that managers in IT organizations most strongly utilize legitimate formal power, which influences prescriptive and restrictive leadership strategies. Personal power bases like referent and expert power were also highly used, while coercive formal power was the least utilized. The study provides insights into how power and leadership are enacted in the IT sector context.
This document summarizes a research study on the impact of employee motivation on performance in private firms in Multan, Pakistan. The study found that employee motivation is important for both employee and firm performance. A questionnaire was administered to employees across different levels and departments. The results showed that most employees were satisfied with their work, and that supervisors play an important role in motivating employees through listening, communicating expectations, and supporting development. Overall, the study concluded that motivated employees are more productive and that firms should focus on motivating employees to improve performance.
The chapter discusses motivating employee performance and discusses several key concepts:
1) Managers must understand what behaviors they want to motivate and how to set goals, reinforce performance, understand beliefs and needs, design motivating jobs, achieve fairness, and ensure job satisfaction.
2) Motivation can be increased by setting challenging but attainable goals, positively reinforcing good performance, designing jobs that satisfy higher-level needs, and ensuring fair processes and outcomes.
3) Theories like expectancy theory, need theories, and equity theory provide frameworks for understanding employee motivation and how to design motivating work environments.
In this file, you can ref useful information about performance appraisal rating scale such as performance appraisal rating scale methods, performance appraisal rating scale tips, performance appraisal rating scale forms, performance appraisal rating scale phrases … If you need more assistant for performance appraisal rating scale, please leave your comment at the end of file.
This document summarizes a research study that investigated organizational commitment and job performance among academic and administrative personnel at a university. The study used Allen and Meyer's Three-Component Model to measure three types of organizational commitment: affective, normative, and continuance. It found that both academic and administrative personnel have strong affective and normative commitment to the university. Administrative personnel had stronger continuance commitment than academic personnel. The study also found that academic personnel had stronger affective and normative commitment, while administrative personnel had stronger continuance commitment. Both groups performed well in their jobs.
This document summarizes research on the relationship between leadership styles and workplace safety. It discusses how transformational leadership, which prioritizes employee needs and influences employees through trust and motivation, is linked to better safety outcomes than transactional leadership, which focuses on rewards and punishments. Several studies found that transformational supervisors were associated with more positive safety climates and cultures in organizations compared to transactional supervisors. However, the research did not definitively prove that transformational leadership causes lower injury rates. Overall, the document examines how leadership skills and styles can impact workplace safety but more research is still needed.
Changing a corporate safety culture requires systemic engagement from leadership down to employees and can't be accomplished through rhetoric alone. Leaders who try to change the culture solely on their own or without input from others will only create compliance, not real culture change. The article recommends complementing the existing culture rather than trying to overhaul it. It suggests identifying informal influencers, having safety conversations to understand subcultures, and instilling safety as a value through behaviors modeled by leaders and repeated by all employees. Focus on a few key behaviors at a time that fit the current culture and reinforce them until they become routine.
Influence of power bases on leadership strategies adopted byAlexander Decker
This document summarizes a study that examined the relationship between power bases and leadership strategies in information technology organizations. The study surveyed 515 employees from 87 IT companies to measure managers' power bases using French and Raven's taxonomy and leadership strategies using Cooke's instrument. The findings showed that managers in IT organizations most strongly utilize legitimate formal power, which influences prescriptive and restrictive leadership strategies. Personal power bases like referent and expert power were also highly used, while coercive formal power was the least utilized. The study provides insights into how power and leadership are enacted in the IT sector context.
This document summarizes a research study on the impact of employee motivation on performance in private firms in Multan, Pakistan. The study found that employee motivation is important for both employee and firm performance. A questionnaire was administered to employees across different levels and departments. The results showed that most employees were satisfied with their work, and that supervisors play an important role in motivating employees through listening, communicating expectations, and supporting development. Overall, the study concluded that motivated employees are more productive and that firms should focus on motivating employees to improve performance.
The chapter discusses motivating employee performance and discusses several key concepts:
1) Managers must understand what behaviors they want to motivate and how to set goals, reinforce performance, understand beliefs and needs, design motivating jobs, achieve fairness, and ensure job satisfaction.
2) Motivation can be increased by setting challenging but attainable goals, positively reinforcing good performance, designing jobs that satisfy higher-level needs, and ensuring fair processes and outcomes.
3) Theories like expectancy theory, need theories, and equity theory provide frameworks for understanding employee motivation and how to design motivating work environments.
In this file, you can ref useful information about performance appraisal rating scale such as performance appraisal rating scale methods, performance appraisal rating scale tips, performance appraisal rating scale forms, performance appraisal rating scale phrases … If you need more assistant for performance appraisal rating scale, please leave your comment at the end of file.
This document summarizes a research study that investigated organizational commitment and job performance among academic and administrative personnel at a university. The study used Allen and Meyer's Three-Component Model to measure three types of organizational commitment: affective, normative, and continuance. It found that both academic and administrative personnel have strong affective and normative commitment to the university. Administrative personnel had stronger continuance commitment than academic personnel. The study also found that academic personnel had stronger affective and normative commitment, while administrative personnel had stronger continuance commitment. Both groups performed well in their jobs.
The document discusses implementing and managing ethics programs in organizations. It covers factors that impact ethics program success, such as code of ethics content and senior management commitment. It also discusses ethics audits, which systematically evaluate programs' effectiveness by measuring compliance. Ethics audits can identify risks, improve performance and compliance, and set goals for organizations.
This document discusses globalization and ethics in business. It covers several key topics: cultural differences between countries can impact business practices; economic factors like financial crises can influence ethics; and multinational corporations operate across many regulatory environments. Overall, the document examines how globalization introduces complexity into ethical decision-making for international business.
team-based rewards structures and their impact on team trustPreeti Bhaskar
This document discusses team-based rewards structures and their impact on team trust. It defines trust and team-based rewards, noting that trust is important for team success. Team-based rewards can foster collaboration but may also undermine trust if not implemented correctly. Optimal conditions for effective team-based rewards include high task interdependence, objective criteria, and a belief in teamwork. However, team-based rewards could reduce cooperation by encouraging social loafing or perceptions of inequity if some members don't pull their weight. They may also increase competitive behavior between teams rather than cooperation. When implemented well in high-trust situations, team-based rewards can enhance team performance, but care is needed in the design.
This document discusses organizational factors that influence ethical decision making, including corporate culture and relationships. It describes how corporate culture is shaped by both formal mechanisms like codes of conduct as well as informal influences from leadership. An ethical culture with high concern for both people and performance can promote ethical behavior, while compliance-focused cultures centered around legal minimums are less effective. Relationships within a company, including supervisor influence and group norms, also impact individual decisions. Overall, the document examines how organizational structure, leadership, values, and social dynamics establish a context that guides ethical conduct.
The document discusses various approaches and theories of leadership. It begins by exploring whether leaders are born or made, then defines leadership as influencing groups toward goals, while management uses authority to obtain compliance. Leaders are described as visionary, inspirational risk-takers concerned with effectiveness, while managers plan, organize and control in orderly, structured ways concerned with efficiency. Later theories proposed that leadership traits can be learned (behavioral theory) and that effective leadership depends on the situation and matching a leader's style to followers' readiness levels (contingency theories). Trust is also discussed as the foundation of leadership.
This document provides an overview of the impact of compensation on human resource management. It discusses compensation as the remuneration received by employees in return for their contributions. The literature review examines how strategic human resource management aims to accomplish business objectives through consistent HR policies and practices. Several studies are cited that look at how bundles of HR practices can enhance firm performance. The conclusions note that while higher pay levels are believed to attract better talent and improve perceived organizational performance, the present study did not find a link between pay level and return on assets. Pay for performance was also found to be negatively associated with subjective performance measures and return on assets.
This presentation gives the theoretical idea along with research objectives and questions to find out the vast results of the influence of motivation on the performance of employees. This is a research based presentation consist of questionnaire data analysis.
Impact of employee motivation and personality on performanceSYEDA KANWAL NOREEN
This document discusses the impact of employee motivation and personality on organizational performance at LMKR, an oil and gas technology company. It covers several key topics:
1. Motivational strategies used at LMKR including job design, enrichment, feedback, and rewarding employees. Job design methods like skill variety, task identity, autonomy, and significance are believed to positively impact motivation.
2. The link between individual personality traits like openness, conscientiousness, extraversion, and agreeableness and workplace performance. Certain traits are correlated with skills relevant to different job types.
3. How personality is important in recruitment and selection processes to identify candidates whose traits match job requirements and organizational culture.
This document summarizes literature related to the relationship between human resources (HR) departments and line managers. It discusses 4 aspects presented in the literature: 1) causes of devolving HR responsibilities to line managers, 2) impact on HR and line managers, 3) problems created, and 4) remedies. Key points include that devolution creates both threats and opportunities for HR specialists, and tensions can exist between HR and line managers due to differing views of HR strategies and competencies. Developing high-quality relationships and improving manager competencies are important for addressing issues around devolution.
1) By benchmarking emotional intelligence skills against high performers, organizations can identify the skills associated with strong job performance in specific roles. This allows them to select candidates that are the best fit.
2) Emotional intelligence accounts for 15-45% of work success, whereas cognitive ability shows little correlation. Training can improve emotional intelligence skills.
3) A study found emotional intelligence factors like happiness, self-regard, and self-actualization accounted for 48% of the difference between high and low performing leaders. These factors can be incorporated into leadership training.
The document discusses various moral philosophies and individual factors that influence ethical decision making. It covers topics like moral philosophy defined, economic systems, value orientations, goodness and obligation theories (including teleology, deontology, utilitarianism, and relativism), virtue ethics, justice, Kohlberg's model of moral development, and white collar crime. The key ideas are that individuals use different moral philosophies depending on the context, and that corporate culture and performance goals are major drivers of ethical behavior.
The document discusses the institutionalization of business ethics through three dimensions: voluntary practices like philanthropy, core practices that are often legally encouraged like best practices, and mandated boundaries like laws and regulations. It covers topics like the categories of laws governing businesses, incentives for organizations to implement compliance programs, and the importance of institutionalizing ethics through appropriate core practices.
This document is the final exam for a course on managing organizations and human resources. It asks students to identify and evaluate three human resource practices that can create competitive advantage. The document includes an abstract and sections on recruitment and training of employees, rewards, participative structures, and conclusions. It reviews literature showing that effective HR practices like rigorous selection, training, comprehensive incentives, and participative decision-making can increase employee motivation and performance when bundled together systematically. Recruiting the right employees and providing ongoing training is identified as important for competitive advantage, as is implementing reward systems like pay-for-performance to enhance motivation.
The document discusses the concept of openness in academia and education. It argues that education should be about the greater good and that the internet is changing how research and teaching are conducted. It provides examples of how open sharing of educational materials online can increase their reach and impact around the world. It also discusses open educational resources (OER) and different degrees of open licensing like Creative Commons that can be applied to educational works.
This document introduces open educational resources (OER), which are educational materials that can be freely shared, used, remixed, and redistributed with an open license. OER are discoverable online and support learning in various contexts. They are part of the open education movement alongside open data, open source software, and open access. OER enable educators to adapt and improve existing resources rather than starting from scratch. When shared under open licenses, OER allow perpetual engagement and improvement as others can build upon and redistribute the modified resources. The document provides examples of universities and organizations that aggregate and share OER.
365 Days of Openness: A behind the scenes look at the UCT OpenContent InitiativeMichael Paskevicius
This document provides a behind the scenes look at the UCT OpenContent Initiative, which hosts open educational resources. It discusses how open content from UCT has grown since 2010 and is now discoverable on platforms like the UCT website and library. Resources come from faculty in various media types and are licensed openly. Analytics show the initiative has had over 25,000 visits from South Africa and thousands more internationally. Materials from UCT OpenContent have been reused by other universities and translated into other languages. The initiative aims to continue sharing knowledge through its magazine, blog, and collaborations with other open education networks.
Delivered at International Education Week at Vancouver Island University October 31, 2012. This presentation is a reflection of my work at the University of Cape Town 2009-2012 with UCT OpenContent and OpenUCT.
This document provides an introduction to using WordPress to create student ePortfolios. It defines ePortfolios as selective online documents that showcase a student's academic development. WordPress is introduced as a flexible, open-source platform for building websites and ePortfolios. The document guides students through setting up a WordPress site for their ePortfolio, including choosing a URL, title, and privacy settings. It also provides tips on creating pages and posts, uploading media, using themes, and referencing sources. The goal is to help students structure their ePortfolio to showcase accomplishments, activities, and future goals.
This document summarizes a workshop about open educational resources (OER) held at the Cape Peninsula University of Technology. It defines OER as educational materials that can be freely used, modified, and shared under an open license. The workshop discussed why OER are important now for increasing visibility, improving learning, and profiling teaching. It also provided practical guidance on identifying content to share as OER, evaluating copyright issues, choosing an open license, hosting options, and contributing to the OER Commons directory.
Presentation shared during open education week 2016 to educational developers at Vancouver Island University. We cover openness in education, Creative Commons licenses, ways of engaging with open educational resources (OER) and the emergent open pedagogical practices associated with using open resources.
Analysing technology mediated learning in social context Michael Paskevicius
In this short presentation, I ground my area of research in relation to one of the seminal thinkers in education theory. Grounding my understanding of how we learn in the writings of Lev Vygotsky and the sociocultural school of thought, I will then look at how Vygotsky’s notion of tool mediation has been expanded through Activity Theory, by making explicit the social context in which tool appropriation takes place in education, the use of contradictions to expose tensions, with some examples from the literature.
Analyzing technology mediated learning in social context prepared for coursework module EDCI 614 at the University of Victoria.
Enabling safety motivation: Why the type of motivation matters!Tony Machin
This document summarizes research on different types of employee safety motivation and how leadership impacts motivation. It discusses a study that validated five types of safety motivation: amotivation, external, introjected, identified, and intrinsic. Another study found relationships between how leaders engage with safety and employees' safety motivation and behaviors. A third study found that employee safety motivation and behaviors changed when leaders collaborated with teams on safety approaches. The document concludes that a self-determination theory model of safety motivation can help explain how organizational safety strategies influence autonomous versus controlled motivation types.
The document discusses implementing and managing ethics programs in organizations. It covers factors that impact ethics program success, such as code of ethics content and senior management commitment. It also discusses ethics audits, which systematically evaluate programs' effectiveness by measuring compliance. Ethics audits can identify risks, improve performance and compliance, and set goals for organizations.
This document discusses globalization and ethics in business. It covers several key topics: cultural differences between countries can impact business practices; economic factors like financial crises can influence ethics; and multinational corporations operate across many regulatory environments. Overall, the document examines how globalization introduces complexity into ethical decision-making for international business.
team-based rewards structures and their impact on team trustPreeti Bhaskar
This document discusses team-based rewards structures and their impact on team trust. It defines trust and team-based rewards, noting that trust is important for team success. Team-based rewards can foster collaboration but may also undermine trust if not implemented correctly. Optimal conditions for effective team-based rewards include high task interdependence, objective criteria, and a belief in teamwork. However, team-based rewards could reduce cooperation by encouraging social loafing or perceptions of inequity if some members don't pull their weight. They may also increase competitive behavior between teams rather than cooperation. When implemented well in high-trust situations, team-based rewards can enhance team performance, but care is needed in the design.
This document discusses organizational factors that influence ethical decision making, including corporate culture and relationships. It describes how corporate culture is shaped by both formal mechanisms like codes of conduct as well as informal influences from leadership. An ethical culture with high concern for both people and performance can promote ethical behavior, while compliance-focused cultures centered around legal minimums are less effective. Relationships within a company, including supervisor influence and group norms, also impact individual decisions. Overall, the document examines how organizational structure, leadership, values, and social dynamics establish a context that guides ethical conduct.
The document discusses various approaches and theories of leadership. It begins by exploring whether leaders are born or made, then defines leadership as influencing groups toward goals, while management uses authority to obtain compliance. Leaders are described as visionary, inspirational risk-takers concerned with effectiveness, while managers plan, organize and control in orderly, structured ways concerned with efficiency. Later theories proposed that leadership traits can be learned (behavioral theory) and that effective leadership depends on the situation and matching a leader's style to followers' readiness levels (contingency theories). Trust is also discussed as the foundation of leadership.
This document provides an overview of the impact of compensation on human resource management. It discusses compensation as the remuneration received by employees in return for their contributions. The literature review examines how strategic human resource management aims to accomplish business objectives through consistent HR policies and practices. Several studies are cited that look at how bundles of HR practices can enhance firm performance. The conclusions note that while higher pay levels are believed to attract better talent and improve perceived organizational performance, the present study did not find a link between pay level and return on assets. Pay for performance was also found to be negatively associated with subjective performance measures and return on assets.
This presentation gives the theoretical idea along with research objectives and questions to find out the vast results of the influence of motivation on the performance of employees. This is a research based presentation consist of questionnaire data analysis.
Impact of employee motivation and personality on performanceSYEDA KANWAL NOREEN
This document discusses the impact of employee motivation and personality on organizational performance at LMKR, an oil and gas technology company. It covers several key topics:
1. Motivational strategies used at LMKR including job design, enrichment, feedback, and rewarding employees. Job design methods like skill variety, task identity, autonomy, and significance are believed to positively impact motivation.
2. The link between individual personality traits like openness, conscientiousness, extraversion, and agreeableness and workplace performance. Certain traits are correlated with skills relevant to different job types.
3. How personality is important in recruitment and selection processes to identify candidates whose traits match job requirements and organizational culture.
This document summarizes literature related to the relationship between human resources (HR) departments and line managers. It discusses 4 aspects presented in the literature: 1) causes of devolving HR responsibilities to line managers, 2) impact on HR and line managers, 3) problems created, and 4) remedies. Key points include that devolution creates both threats and opportunities for HR specialists, and tensions can exist between HR and line managers due to differing views of HR strategies and competencies. Developing high-quality relationships and improving manager competencies are important for addressing issues around devolution.
1) By benchmarking emotional intelligence skills against high performers, organizations can identify the skills associated with strong job performance in specific roles. This allows them to select candidates that are the best fit.
2) Emotional intelligence accounts for 15-45% of work success, whereas cognitive ability shows little correlation. Training can improve emotional intelligence skills.
3) A study found emotional intelligence factors like happiness, self-regard, and self-actualization accounted for 48% of the difference between high and low performing leaders. These factors can be incorporated into leadership training.
The document discusses various moral philosophies and individual factors that influence ethical decision making. It covers topics like moral philosophy defined, economic systems, value orientations, goodness and obligation theories (including teleology, deontology, utilitarianism, and relativism), virtue ethics, justice, Kohlberg's model of moral development, and white collar crime. The key ideas are that individuals use different moral philosophies depending on the context, and that corporate culture and performance goals are major drivers of ethical behavior.
The document discusses the institutionalization of business ethics through three dimensions: voluntary practices like philanthropy, core practices that are often legally encouraged like best practices, and mandated boundaries like laws and regulations. It covers topics like the categories of laws governing businesses, incentives for organizations to implement compliance programs, and the importance of institutionalizing ethics through appropriate core practices.
This document is the final exam for a course on managing organizations and human resources. It asks students to identify and evaluate three human resource practices that can create competitive advantage. The document includes an abstract and sections on recruitment and training of employees, rewards, participative structures, and conclusions. It reviews literature showing that effective HR practices like rigorous selection, training, comprehensive incentives, and participative decision-making can increase employee motivation and performance when bundled together systematically. Recruiting the right employees and providing ongoing training is identified as important for competitive advantage, as is implementing reward systems like pay-for-performance to enhance motivation.
The document discusses the concept of openness in academia and education. It argues that education should be about the greater good and that the internet is changing how research and teaching are conducted. It provides examples of how open sharing of educational materials online can increase their reach and impact around the world. It also discusses open educational resources (OER) and different degrees of open licensing like Creative Commons that can be applied to educational works.
This document introduces open educational resources (OER), which are educational materials that can be freely shared, used, remixed, and redistributed with an open license. OER are discoverable online and support learning in various contexts. They are part of the open education movement alongside open data, open source software, and open access. OER enable educators to adapt and improve existing resources rather than starting from scratch. When shared under open licenses, OER allow perpetual engagement and improvement as others can build upon and redistribute the modified resources. The document provides examples of universities and organizations that aggregate and share OER.
365 Days of Openness: A behind the scenes look at the UCT OpenContent InitiativeMichael Paskevicius
This document provides a behind the scenes look at the UCT OpenContent Initiative, which hosts open educational resources. It discusses how open content from UCT has grown since 2010 and is now discoverable on platforms like the UCT website and library. Resources come from faculty in various media types and are licensed openly. Analytics show the initiative has had over 25,000 visits from South Africa and thousands more internationally. Materials from UCT OpenContent have been reused by other universities and translated into other languages. The initiative aims to continue sharing knowledge through its magazine, blog, and collaborations with other open education networks.
Delivered at International Education Week at Vancouver Island University October 31, 2012. This presentation is a reflection of my work at the University of Cape Town 2009-2012 with UCT OpenContent and OpenUCT.
This document provides an introduction to using WordPress to create student ePortfolios. It defines ePortfolios as selective online documents that showcase a student's academic development. WordPress is introduced as a flexible, open-source platform for building websites and ePortfolios. The document guides students through setting up a WordPress site for their ePortfolio, including choosing a URL, title, and privacy settings. It also provides tips on creating pages and posts, uploading media, using themes, and referencing sources. The goal is to help students structure their ePortfolio to showcase accomplishments, activities, and future goals.
This document summarizes a workshop about open educational resources (OER) held at the Cape Peninsula University of Technology. It defines OER as educational materials that can be freely used, modified, and shared under an open license. The workshop discussed why OER are important now for increasing visibility, improving learning, and profiling teaching. It also provided practical guidance on identifying content to share as OER, evaluating copyright issues, choosing an open license, hosting options, and contributing to the OER Commons directory.
Presentation shared during open education week 2016 to educational developers at Vancouver Island University. We cover openness in education, Creative Commons licenses, ways of engaging with open educational resources (OER) and the emergent open pedagogical practices associated with using open resources.
Analysing technology mediated learning in social context Michael Paskevicius
In this short presentation, I ground my area of research in relation to one of the seminal thinkers in education theory. Grounding my understanding of how we learn in the writings of Lev Vygotsky and the sociocultural school of thought, I will then look at how Vygotsky’s notion of tool mediation has been expanded through Activity Theory, by making explicit the social context in which tool appropriation takes place in education, the use of contradictions to expose tensions, with some examples from the literature.
Analyzing technology mediated learning in social context prepared for coursework module EDCI 614 at the University of Victoria.
Enabling safety motivation: Why the type of motivation matters!Tony Machin
This document summarizes research on different types of employee safety motivation and how leadership impacts motivation. It discusses a study that validated five types of safety motivation: amotivation, external, introjected, identified, and intrinsic. Another study found relationships between how leaders engage with safety and employees' safety motivation and behaviors. A third study found that employee safety motivation and behaviors changed when leaders collaborated with teams on safety approaches. The document concludes that a self-determination theory model of safety motivation can help explain how organizational safety strategies influence autonomous versus controlled motivation types.
This presentation discusses total safety management and its key principles. The goal of any safety management system is zero accidents, harm, and environmental damage. Creating a comprehensive safety culture requires involvement from all levels of an organization. The six principles of safety are: ethical responsibility, safety culture, management responsibility, training employees, employment conditions, and that all injuries are preventable. Factors like role overload, production demands, and workforce characteristics can hinder supervisor safety leadership, while social support and autonomy help promote it.
Questions for the article ----Safety Climate How can you measure .docxmakdul
Questions for the article ----Safety Climate/ How can you measure it…..
1. What do you think that Jane the truck driver and Joe the lineman should do?
2. You are to describe the difference and similarities between the terms safety culture and safety climate.
3. The authors suggest that employees’ perceptions are influenced by what they see, such as how well supervisors and managers support safety. What do you think influences these perceptions?
a. What specifically would you suggest to a supervisor/manager should do to influence the perceptions of their employees?
b. Why are we paying so much attention to perceptions?
4. What is the difference between validity and reliability? How would I know that my survey is both valid and reliable?
5. The survey shows that safety climate affects safety behavior. What is it that the authors suggest through their research that supports the previous statement?
6. The authors tell us it is important to have all employees be given an opportunity to take the survey. Do you agree with that position, or not? Be prepared to defend your answer.
7. In the event that you have an employee who is illiterate:
a. Would it be important for that/these individuals to participate in the survey?
b. If it were important to have them complete the survey, how would you accommodate their inability to read?
8. What is the ultimate purpose of attempting to measure safety climate in an organization?
9. The author suggests that once the surveys are completed, one of the issues that should be checked are differences between locations and/or departments (IE pilots, mechanics, ATC, etc.). Do you think this is a meaningful analysis? Why or why not?
28 ProfessionalSafety january 2017 www.asse.org
Yueng-Hsiang (Emily) Huang, Ph.D., is a senior research scientist
at Liberty Mutual Research Institute for Safety (LMRIS) in Hopkin-
ton, MA. She holds a Ph.D. in Industrial-Organizational Psychology/
Systems Science from Portland State University. She conducts both
laboratory and field research in areas such as occupational injury and
accident prevention, and organizational culture and climate. She is a
Fellow of the American Psychological Association and the Society for
Industrial-Organizational Psychology. Huang is an associate editor of
Accident Analysis and Prevention.
Susan Jeffries is a research specialist at LMRIS where she recruits
companies as potential partners in research for field studies and
serves as liaison between the institute and corporate safety profes-
sionals in such initiatives. She conducts qualitative research through
in-depth interviews and focus groups to investigate issues relating to
safety in the trucking industry and other lone worker environments.
Jeffries holds a B.S. in Marketing from Boston College.
George D. (Don) Tolbert, CSP, is technical director, organizational
practices, with Liberty Mutual’s Risk Control Service department.
His responsibilities incl ...
Review the papers below and watch The Untold Story.docxwrite4
The document discusses ethical leadership and summarizes several key points:
1) Ethical leaders prioritize effective communication, quality, collaboration, succession planning, and tenure to establish high standards and build trust with followers.
2) Factors like communication, quality processes, consulting advisors, training, and long-term planning help ethical leaders achieve goals and control outcomes.
3) The Challenger disaster video illustrates how a leader's decision can impact results, and emphasizes applying ethical values like integrity and accountability in leadership.
www.occupationalhazards.com May 2005 Occupational Hazards 43.docxericbrooks84875
www.occupationalhazards.com May 2005 / Occupational Hazards 43
Want to create world-class safety
performance in your organization?
The answer isn’t more safety programs
and it won’t be easy, but you can
do it – now!
STEPPING UP
TO OPERATIONAL
SAFETY EXCELLENCE
I
n 1985, I dared to ask one single question that
ended my 18-year career as a safety practitioner. It
also, however, impacted how safety would be
managed in companies throughout this country,
and marked the beginning of a second, more produc-
tive career as an organizational performance consult-
ant specializing in pre-emptive risk management. That
question was presented to the profession in March
1993 in Professional Safety’s cover story titled: “Safety
Management: A Call for Revolution.” Now, some 10
years later, it is being asked across five (known) conti-
nents impacting the thinking of academics and the
practices of many global institutions and organiza-
tions. That critical question was – and remains –
“Why?”
Inquiring minds want to know:
☛ Why... are all industry LWD incident rates only
marginally improved, in spite of 30 years of federal reg-
ulation and enforcement?
☛ Why ... do workers’ compensation costs continue
to escalate in many business segments in spite of these
incident rate declines?
☛ Why ... do multi-location companies with one
centralized safety program have such diverse results
across their organizations?
☛ Why ... did NIOSH researchers find that compa-
nies with better safety efforts had higher accident
rates?
☛ Why ... did a Department of Energy study con-
clude that sites that invested more (percent of budget)
in safety incurred higher loss costs?
☛ Why, in many organizations, is safety managed dif-
ferently than all other business functions? And most im-
portantly,
☛ Why ... did HR executives of the Conference
Board cite “safety” when asked what function could
be eliminated due to failure to add value?
These questions frame the bigger question: “If safety
programs are a common denominator to organizations
that both fail and succeed, what then is the “X Factor,”
BY LARRY L. HANSEN
In his October 2003 OCCUPA-
TIONAL HAZARDS article, “Get-
ting the Culture Right,” Don
Eckenfelder contends that or-
ganizational attitude ulti-
mately determines whether
safety initiatives succeed or
fail, and proposes three core
truths: “1 – Culture predicts
performance; 2 – Culture can
be measured; and 3 – Nothing
is more important than get-
ting the culture right!” The cul-
ture of an organization – its
basic beliefs and values con-
cerning people – is what
drives safety excellence.
Tom Peters and Bob Waterman spent a
decade In Search of Excellence, attempt-
ing to discover what lies at the core of op-
erational excellence. After years of re-
search, they summarized their findings in
a simple, yet powerful message to Ameri-
can management: “Figure out your values
system!” Values lie at the core of an orga-
nization’s culture, and are the predictors
of, an.
Comparing Leadership Models
XXXX XXXXX
LDR 531
JXXX 1, 20XX
Dr. Leo Maganares
1
2
Comparing Leadership Models
Shared leadership has emerged as a response to rapidly changing organizations and an increase in the complexity of tasks (de Cruz, 2019). Shared leadership can quickly and effectively solve problems, increase performance, and improve organizational productivity. With a team of experience, skills, and resources a strong leadership foundation can be formed to solve complex problems and initiate change to improve the overall productivity of organizations.
Chapter 12 Case Incident One: Sharing is Performing
Obstacles that can be encountered with shared leadership are social loafing, conflict with roles, differences in opinions, beliefs, values, negative mental models, task conflicts, and diversity issues (Robbins & Judge, 2019). Undefined roles can cause conflicts of ideas, opinions, leadership authority, and social loafing. All of these can have a negative effect on the team.
In this case, Christ looked to McGinley, as did Martin, to Barrs to form a shared leadership to solve two complex organizational problems (Robbins & Judge, 2019). The organization I work for formed a shared leadership quality team made up of leaders from the entire organization to determine clinical competencies for nursing. When the findings indicated that competencies were not standardized or based on evidence-based practices, they developed a program that would improve nursing competencies aligned with the vision and mission of the organization. This program was aligned with the mission of the organization to ensure that nurses were competent in their skills to provide high-quality care.
The leadership style that would best promote shared leadership in this case, would be Hersey and Blanchard’s situational leadership theory where the focus is on “directing, coaching, supporting, and delegating behavior” (Thompson & Glaso, 2018, p. 575). Leading a shared leadership team as CEO it would be important to define roles, assess team readiness, skills, knowledge, commitment, performance, and provide structure. Leadership styles would need to be adjusted based on the skills, knowledge, and readiness of the follower. Recruiting team members that are highly motivated, positive, conscientious, and have high abilities and intelligence can help improve the success of a team (Robbins & Judge, 2019). Provide an environment of trust, and openness allowing individuals the freedom to express opinions, views, and disagreements. Open communication can empower, encourage creativity, build trust, and promote confidence.
To reduce social loafing, goals, roles, and tasks need to be defined so team members know how they will collectively contribute to the team effort and success. Organizational support, adequate resources, building a climate of trust, and providing rewards to individuals based on team performance are all strategies that contribute to the succe.
How self mastery training for supervisors improved mining safetyMaRi Eagar
Supervisor intervention – Drive behavioral change through self-mastery
Supervisor training was identified as a core component in a refreshed and integrated safety intervention.
The training team develop a practical and highly structured safety leadership course for supervisors, which is described as in the Safety Leadership Pyramid
Human resource managers play an important role in coaching leaders and employees about health and safety through demonstrating leadership, commitment, and engaging employees. This involves leaders following safety rules themselves, making hard decisions that prioritize safety over production targets, and ensuring all employees believe in and follow safety practices, not just a few. The HR manager's duties include coaching leaders to guide employees and walk the talk on safety. A proper security program involves assessing access points, interior security, coordinating with authorities, mail handling procedures, evacuation plans, and backup systems.
This document summarizes a paper that describes a brochure meant to help oil and gas supervisors improve their non-technical skills. It presents a model of effective supervision that includes 5 core activities: planning work, ensuring work is completed as planned, reviewing work and learning from problems, giving feedback, and sharing lessons learned. It also identifies 4 key abilities for supervisors: team leadership, motivation and trust-building, communication, and consistent work-related behavior. The brochure aims to help supervisors self-assess and improve in these areas using a culture maturity scale, with the goal of reducing human errors and improving safety in oil and gas operations.
Learn what is critical to creating a culture of safety in your organization. These 7 keys based on the science of behavior analysis and positive reinforcement will provide the foundation for a sustainable, effective safety system.
This chapter discusses theories of leadership traits and behaviors. It introduces the trait approach which suggests that certain personal traits like optimism and integrity are associated with effective leadership. However, traits alone are not enough to guarantee success. Behavioral theories focus on what leaders do rather than inherent qualities. Key behaviors explored include autocratic vs democratic leadership styles as well as consideration for people versus focus on tasks. Overall leadership effectiveness depends on the situation, combining different traits and behaviors as needed.
REVIEW OF LEADERSHIP STYLES IN PERSPECTIVE.pptxMuhammad Saqib
Presentation Slides on Research Article: " REVIEW OF LEADERSHIP STYLES IN PERSPECTIVEOF DYNAMIC CAPABILITIES: AN EMPIRICAL RESEARCH ON MANAGERS IN MANUFACTURING FIRMS"
Author: Bülent AKKAYA;
Publisher: Journal of Administrative Sciences; 01.2020
Presentation Middle Management in Managing Worker Compliance behaviourJohn McGinn
Middle managers play a key role in influencing worker behavior and compliance through effective communication, safety culture development, and leadership. They should communicate safety standards, involve workers in hazard identification, monitor safety daily, and provide feedback to senior management. Without feedback from middle management, companies cannot properly assess safety culture or benchmark performance. It is important for middle managers to lead by example in prioritizing safety, developing workers' skills and attitudes, and promoting a positive culture.
A guide to succession planning and leadership development. As a busy human resource professional, you probably find it difficult
to keep up with the latest academic research in the field. Yet knowing which HR practices have been shown by research to be effective can help you in your role as an HR professional. Effective succession planning involves more than just a replacement planning process. It also includes a comprehensive employee development system
This document provides an overview of a study on sustainable elements for leadership effectiveness in business organizational performance. It discusses different leadership styles and indicators that can be used to measure leadership effectiveness, such as individual and group performance outcomes. The literature review covers prior research that has found both direct impacts and limited/no impacts of leadership on organizational performance. The relationship between leadership effectiveness and performance is complex, and the truth likely lies between views that sustainability is key versus leadership having limited influence.
Targeted Solutions provides behavior modification solutions to organizations to help improve safety performance. They use a behavior-based process that focuses on identifying and eliminating at-risk behaviors. This process is implemented from the lowest to highest levels of an organization using group dynamics and feedback to encourage safe behaviors. Targeted Solutions has over 40 years of experience applying this methodology across various industries globally.
The document discusses ethical decision making and leadership in project management. It presents a 5-step ethical decision making framework (EDMF) created by PMI to guide project managers facing ethical dilemmas:
1. Assessment - Gather facts about the dilemma and ensure it aligns with laws, codes of ethics, and cultural values.
2. Alternatives - Consider alternative choices and weigh pros and cons.
3. Analysis - Identify a candidate decision and evaluate its potential impacts.
4. Application - Apply ethical principles like beneficence and justice to the candidate decision.
5. Action - Make a decision you're willing to publicly stand by and then take action.
The EDM
The document discusses ethical decision making and leadership in project management. It presents a 5-step ethical decision making framework (EDMF) created by PMI to guide project managers facing ethical dilemmas:
1. Assessment - Gather facts about the dilemma and ensure it aligns with laws, codes of ethics, and cultural values.
2. Alternatives - Consider alternative choices and weigh pros and cons.
3. Analysis - Identify a candidate decision and evaluate its potential impacts.
4. Application - Apply ethical principles like beneficence and justice to the candidate decision.
5. Action - Make a decision you're willing to publicly stand by and then take action.
The EDM
Statistics Report on Human Behavior Imrovement Process[1]Amrik Singh HSEQ
A short duration safety survey on such particular work crew to predict and compliance safety norms based on Behavior-Based Safety (BBS)" A process that creates a safety partnership between management and employees that continually focuses people's attentions and actions on theirs, and others, daily safety behavior. "focuses on what people do, analyzes why they do it, and then applies a research-supported intervention strategy to improve what people do".
1Running Head LITERATURE REWIEW2LITERATURE REVIEW.docxdrennanmicah
1
Running Head: LITERATURE REWIEW
2
LITERATURE REVIEW
Assignment 2: RA 1 Literature Review
Karen Crump
Argosy University
Introduction
Vision, ethics, modeling, coaching, and shared values are an essential aspect of professional leadership development. Such perimeters ensure that leadership composure is well defined and outlined for developing skills and providing unity and integral growth. Reflecting on these aspects helps the individual in utilizing their power and influence in the building of alliances, creation of passion at work as well as empowering their employees and subordinate workers in achieving the set goals and objectives of the organization.
They help the individual gain personal insights and deepen their self, social and relationship awareness which results in higher performance in their respective teams. Numerous leadership approaches help govern and thrive in professional leadership development. Such methods include taking leadership as a position, taking command as a result and taking direction as a process. Essentially, there is a need to evaluate the various articles that described the professional leadership development through the use of the leadership mentioned above approaches.
Belinda Johnson (2017), A Leadership & Professional Development Teaching and Learning Model for Undergraduate Management Programs, Journal of Higher Education Theory and Practice, Vol. 17(4), pp. 55-57
This article describes a holistic leadership and professional development teaching and learning model for undergraduate students with universal application across all disciplines and functional areas of organizations due to its emphasis on the non-technical skill requirements of leadership. The model highlights the development of intrapersonal, interpersonal and professional skills or KSAs (knowledge, skills, and abilities) and uses the mnemonics FOCUS and ACTION to structure the large number of traits, behaviors, and KSAs.
The archetype is advantageous as it helps management competencies in the early stage of career development. The upcoming leaders show their potentiality in leading others through this archetype. This signals for individuals developing aggressive attention towards professional leadership especially the learning students.
Darryl C. Hill & Richard Olawoyin (2018), Safety Leadership & Professional Development, Professional Safety, pp. 145-149.
The article facilitates a raid map of the safety profession and promotes leadership and professional development. Darryl and Richard describe professional leadership development to be controlled by crucial factors. These essential factors include ethics, administration as well as management. Besides, the authors suppose that certification and accreditation have ensured the safety profession in leadership as well as an entire professional development.
Daryl and Richard believe in the identification of professional leadership development hazards that may retard the growth and .
Local Advanced Lung Cancer: Artificial Intelligence, Synergetics, Complex Sys...Oleg Kshivets
Overall life span (LS) was 1671.7±1721.6 days and cumulative 5YS reached 62.4%, 10 years – 50.4%, 20 years – 44.6%. 94 LCP lived more than 5 years without cancer (LS=2958.6±1723.6 days), 22 – more than 10 years (LS=5571±1841.8 days). 67 LCP died because of LC (LS=471.9±344 days). AT significantly improved 5YS (68% vs. 53.7%) (P=0.028 by log-rank test). Cox modeling displayed that 5YS of LCP significantly depended on: N0-N12, T3-4, blood cell circuit, cell ratio factors (ratio between cancer cells-CC and blood cells subpopulations), LC cell dynamics, recalcification time, heparin tolerance, prothrombin index, protein, AT, procedure type (P=0.000-0.031). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and N0-12 (rank=1), thrombocytes/CC (rank=2), segmented neutrophils/CC (3), eosinophils/CC (4), erythrocytes/CC (5), healthy cells/CC (6), lymphocytes/CC (7), stick neutrophils/CC (8), leucocytes/CC (9), monocytes/CC (10). Correct prediction of 5YS was 100% by neural networks computing (error=0.000; area under ROC curve=1.0).
Rasamanikya is a excellent preparation in the field of Rasashastra, it is used in various Kushtha Roga, Shwasa, Vicharchika, Bhagandara, Vatarakta, and Phiranga Roga. In this article Preparation& Comparative analytical profile for both Formulationon i.e Rasamanikya prepared by Kushmanda swarasa & Churnodhaka Shodita Haratala. The study aims to provide insights into the comparative efficacy and analytical aspects of these formulations for enhanced therapeutic outcomes.
Basavarajeeyam is a Sreshta Sangraha grantha (Compiled book ), written by Neelkanta kotturu Basavaraja Virachita. It contains 25 Prakaranas, First 24 Chapters related to Rogas& 25th to Rasadravyas.
- Video recording of this lecture in English language: https://youtu.be/kqbnxVAZs-0
- Video recording of this lecture in Arabic language: https://youtu.be/SINlygW1Mpc
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
Muktapishti is a traditional Ayurvedic preparation made from Shoditha Mukta (Purified Pearl), is believed to help regulate thyroid function and reduce symptoms of hyperthyroidism due to its cooling and balancing properties. Clinical evidence on its efficacy remains limited, necessitating further research to validate its therapeutic benefits.
Integrating Ayurveda into Parkinson’s Management: A Holistic ApproachAyurveda ForAll
Explore the benefits of combining Ayurveda with conventional Parkinson's treatments. Learn how a holistic approach can manage symptoms, enhance well-being, and balance body energies. Discover the steps to safely integrate Ayurvedic practices into your Parkinson’s care plan, including expert guidance on diet, herbal remedies, and lifestyle modifications.
Osteoporosis - Definition , Evaluation and Management .pdfJim Jacob Roy
Osteoporosis is an increasing cause of morbidity among the elderly.
In this document , a brief outline of osteoporosis is given , including the risk factors of osteoporosis fractures , the indications for testing bone mineral density and the management of osteoporosis
Cell Therapy Expansion and Challenges in Autoimmune DiseaseHealth Advances
There is increasing confidence that cell therapies will soon play a role in the treatment of autoimmune disorders, but the extent of this impact remains to be seen. Early readouts on autologous CAR-Ts in lupus are encouraging, but manufacturing and cost limitations are likely to restrict access to highly refractory patients. Allogeneic CAR-Ts have the potential to broaden access to earlier lines of treatment due to their inherent cost benefits, however they will need to demonstrate comparable or improved efficacy to established modalities.
In addition to infrastructure and capacity constraints, CAR-Ts face a very different risk-benefit dynamic in autoimmune compared to oncology, highlighting the need for tolerable therapies with low adverse event risk. CAR-NK and Treg-based therapies are also being developed in certain autoimmune disorders and may demonstrate favorable safety profiles. Several novel non-cell therapies such as bispecific antibodies, nanobodies, and RNAi drugs, may also offer future alternative competitive solutions with variable value propositions.
Widespread adoption of cell therapies will not only require strong efficacy and safety data, but also adapted pricing and access strategies. At oncology-based price points, CAR-Ts are unlikely to achieve broad market access in autoimmune disorders, with eligible patient populations that are potentially orders of magnitude greater than the number of currently addressable cancer patients. Developers have made strides towards reducing cell therapy COGS while improving manufacturing efficiency, but payors will inevitably restrict access until more sustainable pricing is achieved.
Despite these headwinds, industry leaders and investors remain confident that cell therapies are poised to address significant unmet need in patients suffering from autoimmune disorders. However, the extent of this impact on the treatment landscape remains to be seen, as the industry rapidly approaches an inflection point.
8 Surprising Reasons To Meditate 40 Minutes A Day That Can Change Your Life.pptxHolistified Wellness
We’re talking about Vedic Meditation, a form of meditation that has been around for at least 5,000 years. Back then, the people who lived in the Indus Valley, now known as India and Pakistan, practised meditation as a fundamental part of daily life. This knowledge that has given us yoga and Ayurveda, was known as Veda, hence the name Vedic. And though there are some written records, the practice has been passed down verbally from generation to generation.
Adhd Medication Shortage Uk - trinexpharmacy.comreignlana06
The UK is currently facing a Adhd Medication Shortage Uk, which has left many patients and their families grappling with uncertainty and frustration. ADHD, or Attention Deficit Hyperactivity Disorder, is a chronic condition that requires consistent medication to manage effectively. This shortage has highlighted the critical role these medications play in the daily lives of those affected by ADHD. Contact : +1 (747) 209 – 3649 E-mail : sales@trinexpharmacy.com
1. 1
Leadership Styles and Safety
Do Certain Leadership Skills Reduce Workplace Injuries?
April 23, 2009
Wendy L. Stein
Research Concepts and Skills
Clemson University
2. 2
Leadership Styles and Safety
Abstract
This research project examines certain leadership skills and the effect those
skills have on workplace safety performance. The purpose of this research is
to define leadership skills and explore the relationship with current safety
practices, culture, and outlines statistical reporting requirements by the
Occupational Safety and Health Administration (OSHA). According to the
article, “Transforming Safety Culture”, Simon and Cistaro, published in the
April 2009 issue of Professional Safety, Top Management’s buy-in of safety
and establishing an organizational safety culture is not the only key to a
successful safety record. The article claims leadership initiatives must be
put in play in order to facilitate the change for a positive safety culture.
The focus of the research is to align first line supervisor’s skills and
their abilities to be creative in their initiatives for safety and promotion
of the safety culture.
The energy and manufacturing sectors have expended considerable research
dollars in determining the importance of the leadership factor for
organizational safety effectiveness, Flin and Yule, 2004. Although senior
management has the most influence on the safety culture of the organization,
that same management must focus that influence down to the supervisor who is
in fact ultimately responsible for enhancing the safety culture by
cultivating it and allowing it to grow on the front line.
The outcome of this research suggests that when recruiting supervisors, the
selection, hiring and promotion practices should incorporate a requirement to
look for specific leadership traits, primarily transformational leadership,
in order to foster the current safety culture, attitudes and attributes.
3. 3
Leadership Styles and Safety
Safety leadership is really about setting the example and leading by the
example that is set. What types of traits do safety leaders harbor? What
are important safety goals? How well does the supervisor achieve their
safety goals? And, what types of leadership techniques do those supervisor’s
employ to influence subordinates? This research will reveal that the
transformational leader is more instrumental in achieving safety goals than
the transactional leader.
4. 4
Leadership Styles and Safety
Do Certain Leadership Skills Reduce Workplace Injuries?
Numerous definitions exist as to, “What makes a leader” “What traits
define a leader?” The military’s description of primary leadership goals,
(many still believe a leader must be born), are that the basic non-
commissioned officer’s leadership skills must be present and are necessary to
be effective, the list goes on. Wikpedia and other web based definitions
focus on the visionary, the one who sets the example, the one who puts all
others needs before his, or the one who is action oriented. In a health and
safety setting the word leadership is broadened to encompass certain duties
such as, legal and statutory compliance, organizational core values, and
someone who can influence others to adopt those behaviors. The general
consensus in the safety leadership can be loosely defined as, “A supervisor
who possesses knowledge, skills and the aptitude necessary to fulfill a job
requirement, and will put safety at the forefront of every task or
assignment. The safety leader strives toward continuous improvement, and is
able to influence subordinates into thinking safety and acting safely, thus
reducing workplace injuries. A list of leadership skills and requirements
was noted by Health and Safety several years ago, but one factor that hasn’t
changed is a heightened requirement for increased training of leaders. This
study was based on the safety results of a transactional leader versus a
transformational leader.
The act of punishment and rewards between a supervisor and a
subordinate is a “transaction”. The transactional leader gets tasks done by
focusing on persuading their employees to perform well by promising rewards
in the form of pay increases or bonuses. The employee who does not perform
well receives no rewards and may be penalized by receiving disciplinary
5. 5
Leadership Styles and Safety
actions and/or a suspension of pay. This type of leader may focus on
workplace standards and procedures, and pay little attention to subordinates
unless a problem arises. When the leader does not control the rewards and
penalties it can and usually does result in ineffective performance by all
parties concerned where safety is concerned.
The transformational leader puts their employee’s needs above his/her
own. This leader uses charisma and power to influence employees into wanting
to do a good job, taking pride in their work, and looking after each other
where high hazards exist, this type of intangible reward focuses on behaviour
and praise. The relationship requires a good deal of trust in the leader on
the part of the subordinate. Employees focus on the leader’s behavior and in
an effort to please him/her and their co-workers strive to be the very best
employee possible. The employee will put out the “extra mile” if they
believe in their leader. Bernard Bass (2000) maintains that a
transformational leader “intellectually stimulates” their employees by
challenging them to be the best at what they do. The leader teaches new ways
of doing things and inspires his employees to be creative in their approach
to completing assigned tasks.
The research and performance evaluations studied by different
researchers suggest that a transformational leader can be developed
regardless of their level in the organization. Correlations between a
successful safety record and the transformational leader have been noted
through the Multifactor Leadership Questionnaire (Bass 2000) and through
review of performance records of successful safety leaders. Studies note
that transformational leaders are more likely to take the lead in the
6. 6
Leadership Styles and Safety
organizational safety programs, thus are more visibly recognizable and
therefore respected by both supervisors and subordinates across the board.
A study of 228 employees of a large engineering firm was completed and
leadership skills were ranked on the Multifactor Leadership Questionnaire
(MLQ). Employees were asked which supervisors would they be most inclined to
put forth extra effort for. Supervisors were ranked from one to four star
leaders, four being the highest ranked transformational leaders. 22% to 24%
of one star leaders had employees who stated they frequently exerted more
effort on the job than what was required of them. An overwhelming 75% to 82%
of employees stated they frequently went the extra mile for the four star
transformational leaders (Bass 2000).
Many scholars and proponents of the behavior based safety (BBS) culture
are demonstrative in their view, a positive organizational safety culture
must begin at Top Management. The first argument is, the first line
supervisor is instrumental in persuading the employee to buy into the culture
and vision, ultimately demonstrating the success of the culture through a
reduction in workplace injuries. The safety message can be the same, but the
face to face individual reinforcement the transformational leader provides to
subordinates is indicative by the reduction in workplace injuries.
A study conducted by Dov Zohar, (Journal of Organizational Behavior
2002) on the relationship between a safety climate and leadership, suggested
that both transactional and transformational leadership had an impact on
safety behavior among workplace employees. This study by was conducted
almost simultaneously with a study by Hoffman and Morgeson (1999). Zohar
studied the relationship of leaders and subordinates based on the supervisor
7. 7
Leadership Styles and Safety
having a genuine concern for well being of employee safety before production
The supervisor’s response to safe versus unsafe acts could lead to a
predictor of workplace injuries. Hoffman and Morgeson conducted their study
on a leader’s commitment to safety and that relationship to safety records.
The results of the two studies led to a mediation model which states that
“job performance has direct safety implications, the quality of leader-member
interaction influences the leader’s concern for members’ welfare, which in
turn influences the safety-climate perception within the group, hence the
safety behavior of the group” (Bass, 1990; Fairhurst 1993, 2000).
The overall premise of the studies is that a management and leaders
must exhibit a genuine concern for safety and the well being of subordinates.
People want to know their leaders and company management care about their
well being. Keeping this in the forefront will subsequently yield the fruit
of open discussion around routine tasks and their associated risks; as well
as, high risk tasks which may require deeper discussion and assessments of
the associated hazards. Transformational leaders that can foster this type
of trusting relationship with subordinates can predict a reduction in their
workplace injury rates. Where safety is demonstrated as the priority over
production, the group is more likely to perform safely and look out for each
other’s safety. The perception and relationship will eventually lead to a
positive safety culture promoted and endorsed by Top Management. Of the 49
initial workgroups at a manufacturing plant Zohar studied, 42 groups
completed the entire study. Injury rates were recorded and calculated by on-
site medical practitioners; Safety surveys were distributed to each member of
the workgroups to assess safety leadership. The surveys measured tasks and
the associated risks and the Preventive Action (PA) factor of supervisor’s
8. 8
Leadership Styles and Safety
concern for well being, safety directives, and actions related to safety
being a priority over production. A five point scale assigned values from
“completely agree” to “completely disagree”. The results indicated that
supervisors who report to the same superior had varying ratings with respect
to safety being a priority over production. When the focus was put on high
hazard tasks both leadership styles assumed an ordinal order. Zohar’s
Hypothesis I - Transformational leadership will be positively related to the
safety climate (culture) and was shown to have a positive relationship.
Hypothesis II - The safety climate will mediate the relationship between
leadership and workplace injury. However, the results did not yield a
reduction in injury based on the climate differences between transactional
and transformational leaders; although it did indicate that a positive safety
climate was positively related to the level of hazard and indirectly to
leadership style. These findings could be indicative of a heightened level
of awareness, which as a result was noted and reported on yearly performance
evaluations. Whereas, the transformational leader has a more open
communication process – promoting safety through the expression of the well
being of subordinates, Komaki (1998) stresses the importance that
transactional supervision is necessary “because effective monitoring and
rewards...is needed to maintain reliable performance during routine job
operations”. Safety priority was assigned a scale rating of one to five with
questions ranging from, “supervisor turns a blind eye to safety, as long as
there are no injuries” to statements like “supervisor was angry when he
witnessed an unsafe act”. The pattern indicated that transformational
leadership in respect to concern for others and closer personal relationships
among supervisor’s and subordinates promote a higher respect for safety
9. 9
Leadership Styles and Safety
practices and should lead to lower injury rates. Zohar suggests that future
research be conducted on the leadership-safety relationship.
Research conducted by Odea and Flin (2001) on offshore oil sites,
studied the managers experience level, style of leadership, and their safety
attitudes and beliefs. A questionnaire survey was used to study 36
organizations operating on the United Kingdom Continental Shelf, which
consisted of 157 sites. The questionnaire focused on experience, leadership
style, accident causation factors, safety climate, safety leadership, five
main outstanding safety issues, and data analysis. Their findings revealed
that experience had little to do with their leadership style or safety
attitudes. However, the study did point out that direct style leadership and
those with the least experience overestimated their capability in persuading
and influencing the workforce. Some Site Managers were aware of their
responsibility to safety; however, they had little influence over their
subordinates to behave safely, and often did not make on the spot corrections
regarding safety matters. An interesting correlation was found to exist, in
that a positive relationship between superior and subordinate open
communications in regard to safety accidents and near misses almost always
resulted in fewer workplace accidents. More than 50% of the Site Managers
preferred an authoritarian type of leadership style. Again, this study was
attempting to predict workplace injuries based on leadership style and
organizational culture.
Hale and Hovden, 1998, highlighted an array of managerial behaviors,
which have been linked back to safety studies that are interwoven with
positive safety cultures. They claim that the broad spanning term
“managements commitment to safety” be replaced with the term ‘participative
10. 10
Leadership Styles and Safety
management’. The critical focus in participative management is that
management actually gets involved in work and safety practices.
One common factor in these studies is the desire to enhance human
resources in the recruitment, selection, hiring, and promotion phases. The
assumption being that while studies can predict the type of leader that can
effectively reduce workplace injuries, inspire, educate, and develop a
productive workforce, everything else will fall into place.
After reviewing the cited research on the relationship between
leadership style and workplace injury reduction, I conclude that more studies
need to be conducted to validate more of the proposed hypothesis. The
occupational health and safety fields are currently being bogged down by
unreasonable targets and objectives that are based solely on days away from
work and restricted duty. The studies revealed interesting approaches on
human behavior and the direct relationship to workplace accidents. This
approach to leadership focus is quite different than the traditional approach
of engineering controls and constant work-site monitoring which typically
invalidate the role of the first line supervisor. The future possibility
that certain leadership styles may in fact reduce workplace injuries,
creating the ultimate safe working environment is hopeful.
11. 11
Leadership Styles and Safety
References
Avolio BJ, Bass BM, Jung DI. 1999. Re-examining the components of
transformational and transactional leadership using the MLQ. Journal of
Occupational and Organizational Psychology 72: 441-462.
Bass BM. 2002. From transactional to transformational leadership:
Learning to share the vision. Organizational Dynamics 23: 19-31.
Catchpole, K. (2009). Who do we blame when it all goes wrong? Quality
and Safety Health Care 18: 3-4.
Fairhurst GT. 2000. The leader-follower communication. In Handbook of
Organizational Communication, 2nd edn. Jablin F, Putnam L (eds). Sage: Newbury
Park, CA.
Hoffman DA, Morgeson FP. 1999. Safety-related behavior as a social
exchange: the role of perceived organizational support and leader-member
exchange. Journal of Applied Psychology 84: 286-296.
Komaki JL. 1998. Leadership from an Operant Perspective. Routledge: New
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O’Dea A. Flin R. 2001. Site managers and safety leadership in offshore
oil and gas industry. Safety Science 37: 39-57.
Reason JT. Managing the Risks of Organizational Accidents. Aldershot,
U.K: Ashgat
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Leadership Styles and Safety
Zohar D. 2002. The effects of leadership dimensions, safety climate,
and assigned priorities on minor injuries in work groups. Journal of
Organizational Behavior. 23: 75-92.