E. Kevin Kelloway, PhD. · 2015-06-25 · What We Know About Safety Leadership •Over multiple...
Transcript of E. Kevin Kelloway, PhD. · 2015-06-25 · What We Know About Safety Leadership •Over multiple...
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E. Kevin Kelloway, PhD.
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The Problem With Safety Leadership
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The age-old question:
What IS Leadership?
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“Leadership is an intangible quality with no definition. That’s probably a good thing, because if the people being led knew the
definition, they would hunt down their leaders and kill them.”
-Scott Adams
The Dilbert Definition of Leadership
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To take people1 to places they would not have gone by themselves, and get them to do
things they otherwise would not have done … and think it was all their own idea!
1 Could be followers/subordinates, peers or supervisors
The Working Definition of Leadership
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Safety Leadership
To have people demonstrate both safety compliance and safety
initiative because… it is their own idea!
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What We Know About Safety Leadership
• Over multiple studies employee perceptions of safety leadership emerge as one of the best predictors of safety outcomes (Mullen & Kelloway, 2011)
• Safety Leadership can be taught
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Safety Leadership Works
• Leadership is associated with improved attitudes, perceived safety climate, safety knowledge, safety behavior, safety events and injuries
• Extensive anecdotal reports
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Barling, Loughlin & Kelloway (2002)
2.5
2.6
2.7
2.8
2.9
3
3.1
3.2
3.3
Leader NonLeader
Climate
Climate
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Barling et al. (2002)
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
4
4.1
4.2
Leader NonLeader
Knowledge
Knowledge
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Barling et al. (2002)
Transformational Safety
leadership
Safety Knowledge
Perceived safety
climate
Safety- Related events
Occupational injuries
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Kelloway, Mullen & Francis (2006)
0
5
10
15
20
25
30
Leader NonLeader
Behavior
Behavior
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Safety Leadership Can Be Taught (Mullen & Kelloway, 2009)
• 84 health care managers from 21 different sites in NS • 648 employees (direct reports) • Managers participate in a .5 day workshop • Pre-tests and 3 month post-tests • Randomly assigned to 1 of 3 conditions
– General Transformational Leadership Training – Safety Specific Transformational Leadership Training. – Control Group (No Training)
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Results of Training: Managers’ Data
•No differences at Pretest
•At Post-test, significant differences in managers‘self-efficacy, safety attitudes, and intent to promote safety
•Safety TFL training is most effective 3
4
5
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TFL SAFETY TFL CONTROL
Manager Self-Efficacy
3
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TFL SAFETY TFL CONTROL
Intent to Promote Safety
3
4
5
6
TFL SAFETY TFL CONTROL
Safety Attitudes
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Results of Training: Employee Data
• No Differences at pretest
• Post-test differences on safety leadership, safety climate, safety events, and injuries
3
4
5
6
SafetyTFL
SafetyClimate
TFL SAFETY TFL CONTROL
0
0.5
1
1.5
2
Events Injuries
TFL SAFETY TFL CONTROL
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Conclusion
• Safety specific transformational leadership training resulted in improved self-efficacy, attitudes and intent among managers
• Safety specific transformational leadership training resulted in improved safety climate, events and injury rates among employees
• Safety specific transformational leadership training appears to be a low cost effective intervention
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S.A.F.E.R. Leadership
What do transformational safety leaders do?
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A Starting Point
• Years of doing safety and general leadership training with behavioral goal setting
• Two WCB (NS) conferences with industry leaders who have achieved positive safety outcomes – coded their stories for themes
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S.A.F.E.R. Leadership (Wong, Kelloway & Makhan, in press)
• Speak – talk the talk
• Act – walk the walk
• Focus – unrelenting concern for safety
• Engage – get others involved
• Recognize – when we are doing the right thing
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Speak
• Talk about the importance of safety
• Tell Stories
– Giving life to safety
• Ask Questions
– Safety first
– Data analysis
• Zohar’s work on supervisory safety
communication
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Act
• Model the behavior you want to see
– Safety first, accountability etc.
• Safety an explicit consideration
– Safety, Productivity and Profit
• Make Safety your first priority
– Explicitly consider safety
• Stand up for safety
– Call people on their behavior
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Focus
• Create accountability
– Leadership scorecard
– Define roles
– Plans, systems, goals
– Thematic focus
• Safety is not a program
– Takes time, resources maybe years
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Inconsistent Leadership (Kelloway, Mullen & Francis, 2006; Mullen, Kelloway
& Teed, 2011) • Compared the effects of “passive” and
“transformational” safety leadership
• Passive leadership degrades safety climate and safety outcomes
• When leaders engage in passive leadership (Inconsistent) they are less effective
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Engage
• “Safety Champion” is the wrong model
• Need to involve everyone in safety
• Nobody knows the job as well as the person who does it.
• Importance of listening (especially to new people, junior people)
• Need to engage internal and external partners
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Recognize
• Value and recognize (not reward)
– Effort, commitment, performance,
achievement
• Tell the story
– Provide feedback (good and bad)
– Consequence management (full range)
• Cannon & Kelloway (2014) – power of
positive recognition
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THE RESEARCH
• Develop 360 measure and validate
• Develop training and coaching process
• The NB trials – to commence in September
• Research opportunities
- Developing safety leaders
- Does senior “leadership” affect safety performance?
- How does leadership interact with safety systems?
- Other??
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“Learning is defined as a change in behaviour. You haven’t learned a thing
until you can take action and use it.”
-Don Shula and Ken Blanchard
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References
• Barling, J., Loughlin, C., & Kelloway, E.K. (2002). Development and test of a model linking safety-specific transformational leadership and occupational safety. Journal of Applied Psychology, 87, 488-496.
• Kelloway, E.K., Mullen, J., & Francis, L. (2006). Divergent effects of passive and transformational leadership on safety outcomes. Journal of Occupational Health Psychology, 11(1), 76-86.
• Mullen, J. & Kelloway, E.K. (2009). Safety leadership: A longitudinal study of the effects of transformational leadership on safety outcomes. Journal of Occupational and Organizational Psychology, 20, 253-272.
• Mullen, J. & Kelloway, E.K. (2011). Leading to occupational health and safety. In J. Campbell Quick and L. Tetrick (Eds). Handbook of Occupational Health Psychology. Washington, DC: APA Books.
• Mullen, J., Kelloway, E.K., & Teed, M. (2011). Inconsistent leadership as a predictor of safety behavior. Work & Stress.25, 41-54.
• Wong, J.H.K., Kelloway, E.K. & Makhan, D.W. (in press). Safety Leadership: The SAFER model. To appear in S.Clarke (Ed). Psychology of Occupational Safety and Workplace Health Handbook. Chichester: Wiley.
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E. Kevin Kelloway, PhD.
• Canada Research Chair in Occupational Health Psychology and Professor of Psychology at Saint Mary’s University.
• Authored over 150 articles and book chapters
• Fellow of the Association for Psychological Science, the Canadian Psychological Association, the International Association of Applied Psychology and the Society for I/O Psychology