Safety Intelligence of Senior Managers and Safety Outcomes

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Safety Intelligence of Senior Managers and Safety Outcomes Laura Fruhen

Safety Intelligence of Senior Managers and Safety Outcomes Laura Fruhen

What is Safety Intelligence? • Skills and traits of senior executive managers in relation

What is Safety Intelligence? • Skills and traits of senior executive managers in relation to safety • Abilities and Understanding regarding – Information – Safety risks to the organization – Decision making (Kirwan, 2008)

Who and where?

Who and where?

Why should we look at this? • […], managers can change and improve existing

Why should we look at this? • […], managers can change and improve existing corporate culture by establishing safety – recognisable for all staff members – as high priority. ” (German Federal Bureau of Aircraft Accidents Investigation, 2004) • Management commitment is one of the main drivers of employees safety performance (Michael, Evans, Jansen & Haight, 2005) • Management is one of the most frequent employed safety climate factors (Guldenmund, 2000)

Leadership and Safety: what do we know? • Leadership style has an impact on

Leadership and Safety: what do we know? • Leadership style has an impact on safety (e. g. Kelloway, Mullen & Francis, 2006; Clarke & Ward, 2006) • Two examples – The full range leadership model (Bass, 1985) – Leader-member exchange (Dansereau, Cashman, & Graen, 1973)

Leadership and Safety: The full range of Leadership Model (Bass, 1985) Transformational Leadership Transactional

Leadership and Safety: The full range of Leadership Model (Bass, 1985) Transformational Leadership Transactional leadership Laissez Faire Leadership

The full range of Leadership Model and Safety • Transformational Leadership – has a

The full range of Leadership Model and Safety • Transformational Leadership – has a strong positive effect on safety (e. g. Zohar, 2002) • Laissez faire leadership – has a strong negative effect on safety (e. g. Zohar, 2002) • The effects of transformation leadership style on performance are stronger in maximum contexts (Lim & Ployhart, 2004).

Leader-Member Exchange (LMX) and Safety • LMX has been shown to be positively related

Leader-Member Exchange (LMX) and Safety • LMX has been shown to be positively related to safety citizenship behaviour. • LMX has been shown to be positively related to safety citizenship role definitions. (Hofmann, Morgeson & Gerras, 2003)

Leadership and Safety: Leader-Member Exchange (LMX) (Danserau, Graen & Haga, 1975) • LMX focuses

Leadership and Safety: Leader-Member Exchange (LMX) (Danserau, Graen & Haga, 1975) • LMX focuses on the relation of the leader to each of their followers – Followers are divided into in-group and out-group members • Task of the leader: drive the relationship from a tentative first stage to a deeper more meaningful one

What we don’t know so far! • What are the characteristics of the people

What we don’t know so far! • What are the characteristics of the people at the top of an organisation who achieve high quality safety performance? • How do senior executive managerial skills and traits affect safety outcomes? • How does an executive manager indicate to the workforce that he or she is highly committed to safety?

What Leadership Model is suitable for the top of the organisation? • Only 5%

What Leadership Model is suitable for the top of the organisation? • Only 5% of the leadership literature focuses on Senior executive management • Interpersonal theories of leadership do not apply to executive forms of influence (Horn & Zaccaro, 2003)

Skill based Leadership Outcomes measures Skills Knowledge Mumford et al. , 2000 – revised

Skill based Leadership Outcomes measures Skills Knowledge Mumford et al. , 2000 – revised model Managerial Safety Commitment Personality Motivation Problem Solving Social Competence Organisational Safety Traits

Investigation of Safety Intelligence Questionnaire study Aim: What constructs identified from the literature review

Investigation of Safety Intelligence Questionnaire study Aim: What constructs identified from the literature review are really relevant? Sample: • Subject matter experts (n=38) – senior executive managers – other managers that frequently interact with CEOs Measures • Questionnaire with two open questions

How would you answer these two questions? – ‘What kind of person would you

How would you answer these two questions? – ‘What kind of person would you like an ideal CEO to be regarding his or her effect on safety? ’ – ‘What behaviour would you like an ideal CEO to demonstrate regarding his or her effect on safety? ’.

How did we analyse the data? • Qualitative content analysis (Mayring, 2000) – Carried

How did we analyse the data? • Qualitative content analysis (Mayring, 2000) – Carried out by two independent coders – Interrater Agreements: • Behaviours: Cohen’s Kappa = 0. 66 (p<. 001) ; Kripp α =. 664 • Characteristics: Cohen’s Kappa = 0. 78 (p<. 001) ; Kripp α =. 776 • Overall: Cohen’s Kappa =. 776 (p<. 001) ; Kripp α =. 773

Results of Questionnaire Analysis Derived from Literature Social Competence X Safety Knowledge X Problem

Results of Questionnaire Analysis Derived from Literature Social Competence X Safety Knowledge X Problem Solving X Personality Motivation/ Safety Prioritisation Leadership X X Emerged from Dataset X X

Results of Questionnaire Analysis 29 42 39 41 39 22

Results of Questionnaire Analysis 29 42 39 41 39 22

For further Exploration: Interview Study Sample: • CEOs and Board members (3 ANSPs) Measures

For further Exploration: Interview Study Sample: • CEOs and Board members (3 ANSPs) Measures • Exploratory Semi Structured Interview – Open questions & Probing questions – Trying out and development of scenarios Analysis • Qualitative content analysis – Carried out by two coders

Results interview study How do you show your commitment to safety? – engagement in

Results interview study How do you show your commitment to safety? – engagement in terms of ‘talking about safety and publishing material about safety’ – being ‘clear about one’s safety goals and safety itself’ – having safety on the top of the agenda – being proactive – be safe – give positive feedback and rewards

The next step… Aim: How do the identified constructs affect safety outcomes? Sample: •

The next step… Aim: How do the identified constructs affect safety outcomes? Sample: • CEOs and Board members (n = 1215 ANSPs) Measures • Semi Structured Interview – Open questions – Scenarios • Questionnaires • Outcome Variables – Organisational level measures – Individual level measures

From your point of view • What will be the benefits for an organisation

From your point of view • What will be the benefits for an organisation that has knowledge about senior management safety commitment? • How would you transfer this knowledge into the organisation?

Thank you for your attention!

Thank you for your attention!