Safety Moment Oct 2013

 Is a leadership theory developed by Paul Hersey, professor and author of the book Situational Leader, and Ken Blanchard, leadership guru and author of The One Minute Manager, while working on the first edition of Management of Organizational Behavior. Here are the key components of this theory:  There is no single "best" style of leadership.  Effective leadership is task-relevant.  The most successful leaders are those that adapt their leadership style to the maturity ("the capacity to set high but attainable goals, willingness and ability to take responsibility for the task, and relevant education and/or experience of an individual or a group for the task") of the individual or group they are attempting to lead or influence.  Effective leadership varies, not only with the person or group that is being influenced, but it also depends on the task, job or function that needs to be accomplished. Source:

 S1: Telling (Directing) - Is characterized by one-way communication in which the leader defines the roles of the individual or group and provides the what, how, why, when and where to do the task.  S2: Selling (Coaching) - While the leader is still providing the direction, he or she is now using two-way communication and providing the socio-emotional support that will allow the individual or group being influenced to buy into the process.  S3: Participating (Supporting) – Is based on the application of shared decision-making about the aspects of how the task is accomplished. The leader is providing less task behaviors while maintaining high relationship behavior.  S4: Delegating - The leader is still involved in decisions; however, the process and responsibility has been passed to the individual or group. The leader stays involved to monitor progress.

 M1 - They lack the specific skills required for the job in hand and are unable and unwilling to do or to take responsibility for this job or task.  M2 - They are unable to take on responsibility for the task being done; however, they are willing to work at the task. They are novice but enthusiastic.  M3 - They are experienced and able to do the task but lack the confidence or the willingness to take on responsibility.  M4 - They are experienced at the task, and comfortable with their own ability to do it well. They are able and willing to not only do the task, but to take responsibility for the task. HighModerateLow M4M3M2M1 Very capable and confident Capable but unwilling Unable but willing Unable and insecure

 When it comes to SAFETY, leaders are more effective if understanding the situation (task, maturity level) at hand.  Safety Leadership should be about engaging employees in safety and empowering them to take responsibility for their safety and safety of their co-workers.  Every employee needs to be a leader in safety every day, so that a zero-injury workplace can be achieved.  Common approaches to safety involve reactive rather than proactive steps, which leaves an organization exposed to potential mishaps as well as to deficiencies in employee training and attitude.  To get the most benefit, a leader should be trained in various leadership styles and how to determine others’ development levels.  Managers can assess employees’ development levels before coaching them on a safety issue and developing a corrective action.  Generally, employees with low skills or attitude will need more detail in explanation and corrective action, while employees with high skills or good attitude will need less explanation and will achieve more ownership of corrective actions. Source:

Situation Most Suitable Leadership Style DirectingCoachingSupportingDelegating You are walking around site and you see an employee working at the roof of a tank without wearing a harness Your OH&S Coordinator (20 years of experience) is organizing an HSE meeting for a group of subcontractors starting to work in the project You are the first one to arrive at the scene of an incident where an employee has fallen from a 3 meters height ladder You and your team are investigating a near miss incident You are talking to a foreman who has failed to conduct the morning safety meeting with his crew X