Describe about the Transformational Leadership for Civil Services Agencies.
Safety leadership is the way the interaction between the leaders and followers take place. Through this process, the leaders exercise hold on their followers in order to accomplish organisational safety goals. The responsibility domain of safety leadership incorporates supervision, training, accountability, resources, and support. The leader who is following this framework has to oversee the activities in the production process and ensure the safety of the workers. They are also liable to conduct training and giving education regarding safety measures in workplaces. As stated by Rajasekar, Abri and Tabouk (2013), the leaders have to insist on the fact that everyone falls under the safety policies and regulations of the organization. The leaders have to communicate with the superiors and provide the physical resources, equipments, tools, and materials to the workers so that the workers can work in a safe place. The leaders along with the company have to create a supporting psychosocial working environment. According to Cameron, Hare and Duff (2013), this will ensure that the workers are no performing under pressure which is unfair. The report shows the essence of safety leadership in the terms of a director or a project manager and in terms of a site manager or supervisor.
Safety leadership
In the view of Hardison et al. (2014), safety leadership starts from the boardroom to the first line of supervisor. With the change in the position the job profile changes and so does the responsibilities for those who are involved in the safety leadership. The responsibilities and the views of the involved personnel are to some extent similar, although, there are some differences which depend on the position of the concerned person in the organization. The ultimate goal is same for all of them, which is to create a safe working place for the employees, but the role they are playing in the organization are different.
The report focuses on two types of personnel in an organization where safety leadership prevails. These two types of managers are project manager and site manager. The purpose of a project manager is to create strategies which will ensure safety in the work place. On the other hand, a site manager’s job is operational, where the manager realizes the strategies according to a plan which is created by the project manager. Safety leadership is more needed in those organizations which incorporates projects involving “hands-on field work.” These types of organizations are those which operate in the construction, energy, automotive, utility, and manufacturing industries.
As stated by AlKindy, Shah and Jusoh (2016), the project manager of an organization has the job of identifying the importance of creating and maintaining a working environment which is safe for the employees who are involved in the project. If a project finishes on time with an injured team member then the project will not be labelled successful, this is the idea of safety leadership. If the project manager can ensure the employees that they will have sufficient time to finish the project, then there is a little probability of making a harsh or bad decision and the project will not go in the wrong direction. This will, in turn, ensure higher quality of production. Projects with fewer safety issues show fewer quality problems. It also shows that safety issues and quality have a negative relationship. According to Shen et al. (2015), safety and the quality of production relates to the productivity and efficiency. This plays a vital role in reducing the cost of production. As the workers of a team know that the project manager along with the management team are looking after their personal safety they will perform better. As stated by Conchie, Moon and Duncan (2013), they will also try to be safe in the project and keep their teammates the same. The project manager also has to correct the unsafe situations incorporated in a project. For this purpose, the safety needs have to be kept in the frontline of communication. The risk management team assigned to the project has to be aware of the personal cost as well as the projects’ and the team’s cost associated with the job. In the view of Dainty and Loosemore (2013), a project manager failing to do, can result in an emergency situation, where lives can be at risk. The project manager also has to ensure that the contracts are designed in such a way that those reinforce the importance of safety in the place of work. The project manager requires believing that safety measures holds the most importance in a project, only then the stakeholders will have understand the importance of it.
In the view of Ulrich, Smallwood and Sweetman (2013), a site manager or a supervisor’s job in creating an environment of safety leadership is clearly designed. The result of a project depends on how a supervisor executes his or her job. A supervisor has to be able to encourage the workers or team members to communicate about safety. The supervisor also has to ensure that diversity is kept intact in the workplace where communication about safety is taking place. As stated by Fang and Wu (2013), the supervisor also has to ensure the communication happens in a two way process. The supervisor has to employ the idea of “leading by example.” Employees tend to do what their leader usually does. Hence, the supervisor has the responsibility of creating good examples for them. As stated by Biggs et al. (2013), the supervisor showing a positive attitude towards safety improves the working environment. He has to value safety over production and let the employees know that lives are more valuable than the projects. According to Gillen et al. (2014) apart from these, sharing important information which is directly or indirectly related to safety in workplace, giving value to safety measures over the production, enabling a positive chain of communication between the frontline and the senior management of the organization, and correcting poor measures of safety are a supervisor’s responsibility in safety leadership. It is both of the managers duty to assign every
Similarities between the two levels of management
As stated by Blatstein (2012), both the site manager and the project manager have the same goal ahead. The similarities they have are in the terms of their ultimate purposes. Their goal is to reduce the risks of operating in an industry where the projects are mainly hands-on-fields type. They both face the responsibility of creating a working environment where safety and precautions tops the priority list. In the view of Rojas (2013), their job is to secure the working environment in such a way that it inspires the employees to produce what they are supposed to. This way the product will also be of high quality. Both of these two types of anagers have to work with their subordinates. Both of them are responsible for the failures and success within the organization. While the project manager sets the objectives and targets for a team, the supervisor with the help of the available resources within the company finishes those tasks. In case of safety leadership, the project manager sets the barometer which is used by the supervisor in order to assess the employees’ results. Some organizations take both of their duties and add those up together to get a higher valued safety leadership in the company. This increases the efficiency in the production team. The recruitments done for the team becomes much more accurate because of this. Thus in special cases the combination of two management types can be recommended. A further research will show how this will work. It will also decrease the probability of miscommunication in the company. The synchronization between these two managements is thus needed for creating an error free production process with the same objectives.
As stated by Bralee et al. (2015), a supervisor is the person who regulates the workers and their performance in a project. The supervisor is directly associated with the safety leadership style. On the other hand, the project manager is mainly associated with making strategies and manages the resources of the organization to achieve the goals. The management job done by a site manager is termed as lower level management, whereas, the director operates in middle level management. As stated by Li et al. (2015), the supervisor reports to the project manager in order to get accustomed with the safety measures and regarding strategies. The project manager reports to the senior management or the board of directors to elaborate the plans and strategies. The supervisor is responsible for looking after the performance of every worker in the team. The project manger looks after the performance of the whole department. He makes strategies accordingly, which is later followed by the supervisor. The supervisor in safety leadership does not possess the right to hire fire and promote a worker, although he has the right to recommend people for a job. On the other hand, the project manager has the authority of hiring, firing, and promoting people as this person deals with all the resources daily. As stated by Floros (2015), the job of a supervisor is to follow a more introvert approach as he is responsible for the safety of his team members only. On the other hand, the project manager follows an ambient approach as he is responsible for the safety of the whole organization’s employees. The supervisor looks after his people’s safety in the working place while the project manager looks after the organization’s men, money, machinery, material and methods.
Conclusion and Recommendation
Conclusion
In conclusion it can be said that both of the management plays their respective roles in order to keep a working environment safe. The safety leadership is determined by these traits of managements. The project manager plays the role of the plan maker. His plans and strategies are created and developed in such a way that those benefit the employees with their safety in the workplace. The supervisor realizes the plans strategically as per the plans. He ensures that the safety leadership is maintained at every stage of production. Under his guidance every employee of the organization maintains productivity with high quality and proper safety measures. The best way for the project manager to function is to look for the operational goals that have been set by the project manager’s strategic plans and work step by step. Both of the project manager and supervisor have the responsibility of not putting unnecessary pressure on the employees to meet the budget and schedule, as this might make the employees make bad decisions. This, in turn, increases the chance of casualties. The difference between the two types of management lies in their functions. They approach the same goal from different perspectives. The supervisor is the best person in this job to have significant influence on the project results. The supervisor stays in the field along with the employees and thus knows the production system and the team better. This gives him the opportunity creates a safe environment for the workers and look after the detailing of the strategies created by the project manager.
From the research done above, the following can be recommended for an organization to get the optimal output:
The combination of the two duties will reduce the communication gap between the managements in an organization. This will also make the production process of the organization efficient. This efficiency will reduce the cost of production. Putting the safety issues at the front line of the company will make it clear to the employees of the main concerns in the organization regarding the safety issues. This will also help the management plan strategies accordingly. The organization can benefit from these two options.
References
AlKindy, A.M., Shah, I.M. and Jusoh, A., 2016. The Impact of Transformational Leadership Behaviors on Work Performance of Omani Civil Service Agencies. Asian Social Science, 12(3), p.152.
Biggs, S.E., Banks, T.D., Davey, J.D. and Freeman, J.E., 2013. Safety leaders’ perceptions of safety culture in a large Australasian construction organisation. Safety science, 52, pp.3-12.
Blatstein, I.M., 2012. Strategic Planning: Predicting or Shaping the Future?. Organization Development Journal, 30(2), p.31.
Bralee, A., Peacock, M., Norton, S. and Johnson, S., 2015, December. Developing Safety Leadership Skills at all Levels in an Organisation Drives Goal Zero Performance. In International Petroleum Technology Conference. International Petroleum Technology Conference.
Cameron, I., Hare, B. and Duff, R., 2013. An analysis of safety advisor roles and site safety performance. Engineering, Construction and Architectural Management, 20(5), pp.505-521.
Conchie, S.M., Moon, S. and Duncan, M., 2013. Supervisors’ engagement in safety leadership: Factors that help and hinder. Safety science, 51(1), pp.109-117.
Dainty, A. and Loosemore, M. eds., 2013. Human resource management in construction: critical perspectives. Routledge.
Fang, D. and Wu, H., 2013. Development of a Safety Culture Interaction (SCI) model for construction projects. Safety science, 57, pp.138-149.
Floros, J.D., 2015. Academic Leadership through Strategic Planning. Academic Leadership in Higher Education: From the Top Down and the Bottom Up, p.161.
Gillen, M., Schneider, S., Hecker, S. and Goldenhar, L., 2014. Safety culture and climate in construction: Bridging the gap between research and practice. Omni, 2013.
Hardison, D., Behm, M., Hallowell, M.R. and Fonooni, H., 2014. Identifying construction supervisor competencies for effective site safety. Safety science, 65, pp.45-53.
Li, H., Lu, M., Hsu, S.C., Gray, M. and Huang, T., 2015. Proactive behavior-based safety management for construction safety improvement. Safety Science, 75, pp.107-117.
Rajasekar, J., Al Abri, S. and Tabouk, Y.S., 2013. Visionary Leadership in the Arab World: Its Nature and Outcomes in the Omani Workplace. In Culture and Gender in Leadership (pp. 37-47). Palgrave Macmillan UK.
Rojas, E.M., 2013. Identifying, recruiting, and retaining quality field supervisors and project managers in the electrical construction industry. Journal of Management in Engineering, 29(4), pp.424-434.
Shen, Y., Tuuli, M.M., Xia, B., Koh, T.Y. and Rowlinson, S., 2015. Toward a model for forming psychological safety climate in construction project management. International Journal of Project Management, 33(1), pp.223-235.
Ulrich, D., Smallwood, N. and Sweetman, K., 2013. The leadership code: five rules to lead by. Harvard Business Press.
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