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Safety leadership

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Safety leadership

  1. 1. Safety Leadership or Sinking Ship “I am the master of my fate I am the captain of my soul!”
  2. 2. Which button are you • Many of us are acquainted with this eloquent example of persistence and determination in achieving victory. Without a strong motivation to lead, you'll struggle to improve your skills or become an effective leader.
  3. 3. How Good Are Your Leadership Skills
  4. 4. You could be one of Eight The main leadership styles include: • Transactional leadership. • Autocratic leadership. • Bureaucratic leadership. • Charismatic leadership. • Democratic/participative leadership. • Laissez-faire leadership. • Task-oriented leadership. • People/relations-oriented leadership. • Servant leadership. • Transformational leadership.
  5. 5. • Successful leaders tend to have certain traits. Two keys areas of personal growth and development are fundamental to leadership success: self- confidence, and a positive attitude. • Self-confident people are usually inspiring, and people like to be around individuals who believe in themselves and what they're doing. Likewise, if you're a positive and optimistic person who tries to make the best of any situation, you'll find it much easier to motivate people to do their best. Self-confidence is built by mastering significant skills and situations, and by knowing that you can add real value by the work you do. One of the best ways to improve your confidence is to become aware of all of the things you've already achieved. A positive mindset is also associated with strong leadership. However, being positive is much more than presenting a happy face to the world: you need to develop a strong sense of balance, and recognize that setbacks and problems happen – it's how you deal with those problems that makes the difference. • Positive people approach situations realistically, prepared to make the changes necessary to overcome a problem. Negative people, on the other hand, often give in to the stress and pressure of the situation. This can lead to fear, worry, distress, anger and failure.
  6. 6. Leadership Style Matrix
  7. 7. Reach out Use the Force Luke Transformational leadership is a leadership style where leaders create an inspiring vision of the future, motivate their followers to achieve it, manage implementation successfully, and develop the members of their teams to be even more effective in the future. We explore these dimensions below. • Vision of the Future, and to present this vision in a way that's compelling and inspiring to the people you lead. • Strategy Menu From there, good use of strategic analysis techniques can help you gain the key insights you need into the environment you're operating in, and into the needs of your clients. • With these tools, you can identify the challenges you face and identify the options available to you. Good use of Prioritization Skills and Decision- Making Techniques will help you identify your best strategic options, and validate your chosen way forward. • Finally, to sell your vision, you need the ability to create a compelling and interesting story. Our article on Powers of Persuasion can help you open closed minds, so that people consider your ideas fairly.
  8. 8. The Now not the latter • Effective leaders manage performance by setting their expectations clearly and concisely. When everyone knows what's expected, it's much easier to get high performance. There's little uncertainty, therefore you can deal with performance issues quickly.
  9. 9. The old way is not the new way • The old-fashioned view of leadership is that leaders are marked out for leadership from early on in their lives; and that if you are not a born leader, there's little you can do to become one. • That's not the way we see it now. The modern view is that through patience, persistence and hard work, you can be a truly effective leader, just as long as you make the effort needed.
  10. 10. Right things "Leaders are people who do the right thing; managers are people who do things right. Leadership is the art of getting someone else to do something you want done because he wants to do it."
  11. 11. THE PEOPLE N SAFETY PROCESS
  12. 12. The Four Core Theory Groups Trait Theories – What Type of Person Makes a Good Leader • Trait theories argue that effective leaders share a number of common personality characteristics, or "traits." • Early trait theories said that leadership is an innate, instinctive quality that you do or don't have. Thankfully, we've moved on from this idea, and we're learning more about what we can do to develop leadership qualities within ourselves and others. • Trait theories help us identify traits and qualities (for example, integrity, empathy, assertiveness, good decision- making skills, and likability) that are helpful when leading others.
  13. 13. The Four Core Theory Groups Behavioral Theories – What Does a Good Leader Do? • Behavioral theories focus on how leaders behave. For instance, do leaders dictate what needs to be done and expect cooperation? Or do they involve their teams in decision-making to encourage acceptance and support? • Autocratic leaders make decisions without consulting their teams. This style of leadership is considered appropriate when decisions need to be made quickly, when there's no need for input, and when team agreement isn't necessary for a successful outcome. • Democratic leaders allow the team to provide input before making a decision, although the degree of input can vary from leader to leader. This style is important when team agreement matters, but it can be difficult to manage when there are lots of different perspectives and ideas. • Laissez-faire leaders don't interfere; they allow people within the team to make many of the decisions. This works well when the team is highly capable, is motivated, and doesn't need close supervision. However, this behavior can arise because the leader is lazy or distracted. This is where this approach can fail
  14. 14. The Four Core Theory Groups • Contingency Theories – How Does the Situation Influence Good Leadership? • The realization that there is no one correct type of leader led to theories that the best leadership style depends on the situation. These theories try to predict which style is best in which circumstance. • For instance, when you need to make quick decisions, which style is best? When you need the full support of your team, is there a more effective way to lead? Should a leader be more people-oriented or task- oriented? These are all questions that contingency leadership theories try to address.
  15. 15. The Four Core Theory Groups Power and Influence Theories – What is the Source of the Leader's Power? • Power and influence theories of leadership take an entirely different approach – these are based on the different ways that leaders use power and influence to get things done, and they look at the leadership styles that emerge as a result.
  16. 16. Hersey-Blanchard Situational According to Hersey and Blanchard, there are four main leadership styles: • Telling (S1) – Leaders tell their people exactly what to do, and how to do it. • Selling (S2) – Leaders still provide information and direction, but there's more communication with followers. Leaders "sell" their message to get the team on board. • Participating (S3) – Leaders focus more on the relationship and less on direction. The leader works with the team, and shares decision-making responsibilities. • Delegating (S4) – Leaders pass most of the responsibility onto the follower or group. The leaders still monitor progress, but they're less involved in decisions.
  17. 17. Maturity They break maturity down into four different levels: • M1 – People at this level of maturity are at the bottom level of the scale. They lack the knowledge, skills, or confidence to work on their own, and they often need to be pushed to take the task on. • M2 – At this level, followers might be willing to work on the task, but they still don't have the skills to do it successfully. • M3 – Here, followers are ready and willing to help with the task. They have more skills than the M2 group, but they're still not confident in their abilities. • M4 – These followers are able to work on their own. They have high confidence and strong skills, and they're committed to the task.
  18. 18. The Group Picture
  19. 19. Raven's Five Forms of Power Understanding Power • Legitimate – This comes from the belief that a person has the right to make demands, and expect compliance and obedience from others. • Reward – This results from one person's ability to compensate another for compliance. • Expert – This is based on a person's superior skill and knowledge. • Referent – This is the result of a person's perceived attractiveness, worthiness, and right to respect from others. • Coercive – This comes from the belief that a person can punish others for noncompliance. If you're aware of these sources of power, you can… • Better understand why you're influenced by someone, and decide whether you want to accept the base of power being used. • Recognize your own sources of power. • Build your leadership skills by using and developing your own sources of power, appropriately, and for best effect.
  20. 20. The Getter Done Attitude What is Authentic Leadership? • So, authentic leadership can inspire people to pull together, work hard, and communicate. But how do you become an authentic leader? What does it involve? • There's no easy answer for these questions, because it means a lot of different things. It involves a diverse group of skills, actions, and behaviors. At root, however, authentic leadership is all about ...
  21. 21. Set the Tone • Your personal values are also important. If the company's written rules don't say that you must be fair to everyone, but this value is important to you – then, of course, you're going to do it. • Good leaders follow their personal values as well as organizational values. Ask yourself these questions: • What standards of behavior are really important to my company? • What specific values do I admire in certain leaders? Do I identify with those values? • Would I still live by those values, even if they put me at a competitive disadvantage?
  22. 22. Recognize Ethical Dilemmas • Here's the scenario: You're in a meeting with other top executives, and you realize that one of your colleagues has changed the numbers in his report. • As you listen, you realize that he's exaggerating how well his team is doing on a major project. Instead of saying that his team will finish in eight weeks, which he previously told you, he's promising to be done in only five weeks. Identify "trigger" situations – Certain situations seem to attract ethical dilemmas. Some of these are areas like purchasing, hiring, firing, promoting, and calculating bonuses. Prepare in advance – Imagine yourself in the situations we just mentioned. What would you do if you knew one of your colleagues was about to be fired, but you weren't legally allowed to tell her? Listen to your "inner voice" – Your conscience often tells you that something isn't right, even if this is just a feeling of uneasiness with something. If you face a situation that makes you uncomfortable, or goes against one of your core values or beliefs, then make sure that you stop and think things through rationally. Reevaluate your decision before you act – If you're in a difficult situation and you aren't sure what to do, make a decision. But before you act on that decision, ask yourself how you would feel if your actions were in the company newsletter or on the evening news for everyone to see. Would you be proud of what you did? If not, then reconsider your decision.
  23. 23. D and P Leadership Model • Leadership is about setting direction and helping people do the right things. However, it can involve so much more than this! • In particular, leadership is a long-term process in which - in a very real and practical way - all actions have consequences, and "what goes around comes around."
  24. 24. four key factors that contribute • The Leader: This is the person who takes charge, and directs the group's performance. • Followers: These are the people who follow the leader's directions on tasks and projects. • The Context: This is the situation in which the work is performed. For instance, it may be a regular workday, an emergency project, or a challenging, long-term assignment. Context can also cover the physical environment, resources available, and events in the wider organization. • Outcomes: These are the results of the process. Outcomes could be reaching a particular goal, developing a high-quality product, or resolving a customer service issue. They can also include things like improved trust and respect between the leader and followers, or higher team morale. -
  25. 25. See the Planets align
  26. 26. Your Last Page Captain • Providing regular feedback. • Being aware of actions and reactions. • Leading honestly and ethically. • Leading with the right style. • Assigning tasks consciously and intelligently. • Focusing on relationship development

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