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Safety Leadership!
Developing subordinates into self-leaders
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OR-OSHA 118
0203
Presented by
The Public Education Section
Oregon Occupational
Safety and Health Division (OR-OSHA)
1
The Big Goal!
2
Form Groups
Introductions
Select a spokesperson
Everyone’s a recorder
3
The What
nature of leadership
leadership is NOT
Not power -
• Power derives from status, money, ability to harm, access to
media, control materials, etc.
• Thug who sticks a gun in your back has “power” but not
leadership
Not status -
• Status or position may enhance the opportunity for leadership
• Some in with high status or position haven’t a clue how to lead
Not authority -
• Person may have subordinates, but not followers
• People will follow only if person acts as a leader
Not management -
• Management is an organizational skill
• Managers preside over processes, functions, programs
4
Group Exercise: ATTILA ON
“LEADERSHIP QUALITIES”
Quality…
How is it demonstrated?
5
ATTILA ON “LEADERSHIP
QUALITIES”
We must teach these qualities to our
young warriors…
In order to skillfully lead our nation, we
must have chieftains who possess,
among others, the following essential
qualities, which through experience
become mastered skills:
LOYALTY TIMING
COURAGE ANTICIPATION
DESIRE TIMING
EMOTIONAL STAMINA COMPETITIVENESS
PHYSICAL STAMINA SELF-CONFIDENCE
EMPATHY ACCOUNTABILITY
DECISIVENESS RESPONSIBILITY
ANTICIPATION CREDIBILITY
TIMING TENACITY
COMPETITIVENESS DEPENDABILITY
ANTICIPATION STEWARDSHIP
6
The Five Levels of Leadership
7
The Five Levels of Leadership
• Leadership by permission.
• People want to follow: they give you
permission to lead.
• People will follow you beyond your stated
authority.
• This level allows work to be fun.
8
The Five Levels of Leadership
9
The Five Levels of Leadership
10
The Five Levels of Leadership
Adapted from: John C. Maxwell, Developing the Leader in You, Nelson Pub. p. 5
11
Leaders understand cause and
effect
12
Discuss the resulting effects the following
leadership approaches have on morale and
performance:
Caring
Controlling
Coercion
13
Attitude Check! What’s
your leadership style?
Theory Y Style
Tough Caring
I'm OK… you're OK
Customer Supplier
It's all about you!
Servant Leader
Theory X Style
Tough Controlling
I'm Ok… you're not
Superior-Subordinate
It's all about me!
Boss
15
Leaders develop a supportive
safety culture
16
Leaders value safety
Safety Safe
Safe Production
Safety
!
Production
or
or
First!
First! No
NoProduction
Production
17
Leaders know how to
communicate!
Tough-Caring
18
Leaders recognize good work
19
Leaders develop trust and credibility
20
Leaders
demonstrate
commitment
What is …
T op
ime
M anagement
oney
C ommitment
ommunications
21
Brain storm this!
List ways leadership can demonstrate
commitment?
22
Evaluating Leadership in
Your Safety Culture
23
Let's review!
1. How does leadership differ from
management?
24
Unsuccessful safety cultures are usually the result of
employees being over-managed and under-led. Is the
leadership approach where you work tough-coercive,
tough-controlling, or tough-caring?
M
MAN
ANA
AGGER
ERSS
EMPLO
EM YEES
PLOYE ES
25