Pakistan International Leadership School for Safety Leadership for

Pakistan International Leadership School for Safety Leadership for Safety

What is Leadership? Think of someone who in your opinion is a good leader. What characterizing him/her? Why would you follow his/her lead?

This is usually how we imagine a leader

What Good Leaders do? But what is on the other side? In decision making and leadership you never have the full information or a crystal ball … and you are dealing with people 4

The worst case – dictatorial leadership without management structure 5

So, What is Leadership? Who is the Leader? Senior leadership ? Task Leadership? Function leadership? 6

What is Leadership? • Management is a formal, authorized function for ensuring that an organization operates efficiently and that work is completed in accordance with requirements, plans and resources. • Leadership is the use of an individual’s capabilities and competences to give direction to and to influence the commitment of individuals – IAEA GSR Part 2 • “Leadership is the art of getting someone else to do something you want done because he wants to do it” – Dwight D. Eisenhower • “Leadership, is the ability to influence others, with or without authority” - Peter De. Lisle • GSR Part 2 definition is the basis for IAEA work • Local norms and values greatly shape what is seen as good 7 leadership!

Leadership and Management – the differences 8

Nuclear management and leadership Why is nuclear leadership unique? 9

Why is nuclear leadership unique? • You cannot just turn the nuclear plant off at the end of each day and walk away • We have to manage the assets for their lifetimes and beyond from construction to the end of decommissioning • Public understanding and acceptance is essential throughout the lifecycle and beyond - nuclear leaders have a role to play in this activities • Nuclear requires its leaders to have and to actively display social responsibility to the wider public community • Nuclear Leaders must have nuclear safety as the foundation of their leadership model, on which good operation is built upon. 10

Nuclear Safety Leadership Nuclear Safety leadership is achieved through the people who take the safety standards and expectations of an organisation and motivate and inspire their team to achieve them. They achieve the safety goals through developing, inspiring, and coaching their team to achieve. 11

Desirable and non-desirable Leadership Traits* • • • Positive • Confidence builder • Foresight • Intelligent • Win-win problem solver • Administrative skilled • Excellence oriented • Just • Plans ahead • Dynamic • Trustworthy • Loner Motivational Decisive • Irritable Communicative • Ruthless Coordinator Honest • Asocial Encouraging • Non-explicit Motive arouser Dependable • Dictatorial Effective bargainer • Non-cooperative Informed Team builder • Egocentric * 12

Safety and Security Traits 13

Leadership styles (one view) Authoritarian/Autocratic leader Sub-class – Paternalistic/Maternalistic - Unilateral command-control, position based, often atmosphere of some sort of fear (paternalistic is the benevolent version), sycophants Democratic/participative “primus inter pares” - Generally leads to job satisfaction, not necessarily in all cultures/situations Laissez-faire (let them do…) - Expert / distributed organizations, Regular feedback necessary, Indifferent bureaucrat leader(? !) Transactional - Goals, rewards, sanctions – “Manager leader” Transformational leader - Inspires people … true leader(? !) Charismatic / Visionary leader Situational leader – adapts style to the situation 14

Servant/Humble leadership Greenleaf: Listening Empathy Healing Building a Community Persuasion Conceptualisation Self-Awareness Foresight Commitment to Growth of Others Stewardship/ Commitment Schein: • Authenticity – demonstrated by consistent behavior. • Giving responsibility and holding people accountable –provide clear and achievable objectives. • Appreciation – invest time and energy in others • Empowerment – empower people and promote a proactive attitude. • Cooperation – simulate and create maximum possible conditions for organization wide cooperative initiatives. • Courage – exhibiting this behavior takes courage; show the courage and use new initiatives in our daily activities to take positive steps.

Leadership across the world Cultures with low power distance (hierarchy) may be more willing to express disagreement with superiors and decisions are usually made in groups. Cultures with high power distance (hierarchy) may be unwilling to express disagreement with superiors and prefer a more autocratic leadership See, for example: https: //www. hofstedeinsights. com/product/compare-countries/

Function Leadership Where theory meets reality Communicate difficulties and opportunities Plan Lead Manage Change Improve Measure and Assess Liaise and network for smooth operations Explain and put into action senior managers decisions

Two Different situations for leadership • Leadership during change • Leadership during emergency situations

Leadership In Emergencies • Situational awareness – form a picture based on often conflicting and hazy information from scattered sources • Self-awareness. This competency involves being aware of one’s own behaviour, particularly with regard to how that behaviour influences the behaviour of others. • Relationship building. Communication and relationship building often go together and are keys to good leadership – creates the climate • Practical capability. Having the necessary nuclear knowledge, as well as the relevant behavioural and management ability, is important • Decision making capability & strategic view. The ability to make decisions in difficult situations and present relevant goals. • Team management and coordination with other actors – this is where your leadership, decision making and communication skills are tested • Authenticity, consistency and integrity of leader behaviours and actions are critical elements to promote credibility and inspire trust among those that they are leading. • Stress management. Emergencies differ from exercises, and some cope with the stress better and then others

Leadership in organizational transitions SCARF - to guide interaction with people in a way that minimizes the threats (grief) and maximizes the rewards to people: Status - this is about (person’s) relative importance to others. Certainty – this concerns being able to predict the future. Autonomy - provides a sense of control over events. Relatedness - is a sense of safety with others, of friend rather than foe. Fairness - is a perception of fair exchanges between people. Kubler-Ross: Stages of Grief 20

Content of the Lea. D DNA model By use of questions as narrative, Lea. D intends to make it practical to the users LINK TO LEAD (requires registering) The participation of WANO and INPO personnel in the developing the Lea. D is duly noted 21

Group dynamics and decisions Groupthink - This is the tendency for individuals in a group to attempt to minimize conflict and thereby reach consensus without conducting a critical evaluation of alternative viewpoints. Dissenting views are typically suppressed and opinions approach to the majority/authority. Blind adherence to authority - This phenomenon in groups causes people to assume that something is true solely because of the authority of the person making the claim. Shared information bias - This bias within groups can cause people to spend more time discussing information that is shared among or known by all or most members of a group and less time discussing information that fewer people in the group share Group polarization - Some research suggests that decisions made by groups may be more extreme and riskier than the average of the individual decisions made by group members would have been Group dynamics and its effects on decision making has been substantially studies e. g. related to expert judgment elicitation

Compliance triangle – leadership for compliance All must be in harmony and strong to achieve highest reliability of compliance RULES : Sensible, unambiguous, relevant, user friendly ENFORCEMENT: Sanctions known, unambiguous, responsibilities and accountability clear, Applied. Rule Maker Rule enforcer Rule Follower REINFORCEMENT : Coaching/training, Introduction of rule, pre job briefs.

Managers& Leaders and Safety …. . • They know the standards associated with their task • They know the working people who are directly responsible for delivery • They know their technology • They are in-touch with the current environment for the work. • They know how to communicate • They know how to learn and promote learning Therefore they should know the Hazards and Risks and the ‘what can go wrong’ + mitigation

Questions? Thank you!