1. Dr. Chad Hoggan Assistant Professor, NC State University

2.  Work History  Mergers & Acquisitions  Outsourced Safety Management Services  Ah-ha Moment at Milk Processing Plant  Graduate School/Transformative Learning/Doctorate  Current Research Introduction

3.  Explore traditional and contemporary approaches to Leadership, and what they might mean for Safety Leadership  Review Transformational Learning outcomes that are applicable to Safety Leadership Objectives for Today

4.  Explore traditional and contemporary approaches to Leadership, and what they might mean for Safety Leadership Part One

5. What is leadership?? Traits Skills???

6. Stogdill (1948)Mann (1959)Stogdill (1974) Lord, DeVader, and Alliger (1986) Kirkpatrick and Locke (1991) Zaccaro, Kemp, and Bader (2004) Intelligence Alertness Insight Responsibility Initiative Persistence Self-confidence Sociability Intelligence Masculinity Adjustment Dominance Extraversion Conservativism Achievement Persistence Insight Initiative Self-confidence Responsibility Cooperation Tolerance Influence Sociability Intelligence Masculinity Dominance Drive Motivation Integrity Confidence Cognitive ability Task knowledge Cognitive abilities Extraversion Conscientiousness Emotional stability Openness Agreeableness Motivation Social intelligence Self-monitoring Emotional intelligence Problem solving Evolution of Leadership Traits Sources: Northouse, P.G. Adapted from Zaccoro, Kemp, & Bader, 2004.

7. Great leaders in new contexts

8.  Innate qualities and characteristics of great persons  Culturally influenced  Not easily learned  No consistent set of traits among leaders  How do you learn these traits? Trait Approach

9.  Leader-centered with an emphasis on development of knowledge, skills, and abilities  What skills are important to be a great leader?  How do you learn the skills approach to leadership? Skills Approach

10. Skills at different levels Conceptual Human Technical TOP Management MIDDLE Management SUPERVISORY Management Source: Northouse, P.G. Adapted from Katz, 1955.

11. Foci Source: Northouse, P.G. Adapted from Katz, 1955.

12. Leadership Grid 12 34 56 78 910 1 2 3 4 5 6 7 8 9 5,5 Status Quo “Middle-of-the-Road” Adequate performance through balancing necessity to get work done and maintain satisfactory morale. 1,9 Accommodating “Country Club” Thoughtful attention to the need for satisfying relationships leads to a comfortable, friendly atmosphere. 9,9 Team Work accomplished by committed people. Interdependence through a common purpose leads to relationships of trust and respect. 1,1 Indifferent “Impoverished” Use of minimum effort to get work done. 9,1 Dictatorial “Produce or Perish” Efficiency is achieved with least amount of human interference. Source: Northouse, P.G. Adapted from Blake & McCanse, 1991. Concern for People Low High Concern for Results LowHigh

13.  Leader adapts his or her style to the given situation  Leadership style: a behavior pattern of one who attempts to influence others  Behavior can be directive (task-oriented) or supportive (relationship-oriented)  Leader will adjust supportive and directive behaviors based on developmental level of employees Situational Leadership

14. Four Leadership Styles High Supportive, Low Directive High Supportive, High Directive Low Supportive, Low Directive High Directive, Low Supportive Supportive Behavior Low Source: Northouse, P.G. Adapted from Blanchard, Zigarmi, & Zigarmi, 1985. High Low High Directive Behavior DevelopedDeveloping Developmental Level of Employee 4321

15. Safety Management is often about:  Changing Culture  Convincing / Garnering Support from Upper Mngmt  Dealing with non-Direct Reports But … ?

16. Contemporary approaches to leadership require more than skills  Authentic Leadership  Transformational Leadership  Emphasis on visionary and affective elements, to inspire and empower work groups during times of uncertainty, to support change and transformation “New Leadership” paradigm

17. Authentic Leadership  Newest area of leadership research  Genuine and real = authentic  Leader’s behavior grounded in positive psychology and ethics  Nurtured, developed, and triggered by major life events

18. 5 Characteristics of Authentic Leaders 1.They understand their purpose 2.They have strong values about the right thing to do 3.They establish trusting relationships with others 4.They demonstrate self-discipline and act on their values 5.They are passionate about their mission (i.e. act from the heart).

19.  Process that influences, changes, and transforms people  Focused on charismatic and affective aspects of leadership  Goes beyond knowledge, skills, and attitudes Transformational Leadership

20. Transforming Performance Contingent Reward Management-by- Exception Contingent Reward Management-by- Exception Transactional Leadership Idealized Influence Individual Consideration Inspirational Motivation Intellectual Stimulation Transformational Leadership Expected Outcomes Performance Beyond Expectations Sources: Northouse, P.G. Adapted from Bass & Avolio, 1990.

21. Ambitious --- Broad-minded --- Caring --- Competent --- Cooperative --- Courageous --- Dependable --- Determined --- Fair-minded --- Forward-looking --- Honest --- Imaginative --- Independent --- Inspiring --- Intelligent --- Loyal --- Mature --- Self-controlled --- Straightforward --- Supportive --- ………. 1.Honest 2.Forward-looking 3.Competent 4.Inspiring The Leadership Challenge 10 years, 75,000 respondents Sources: Kouzes & Posner, 2002.

22.  “The Five Practices of Exemplary Leadership” 1.Model the Way 2.Inspire a Shared Vision 3.Challenge the Process 4.Enable Others to Act 5.Encourage the Heart The Leadership Challenge Sources: Kouzes & Posner, 2002.

23.  Review Transformational Learning outcomes that are applicable to Safety Leadership Part Two

24.  Transformative Learning implies that an individual has experienced a major shift, a deep qualitative change  What phenomena are involved in transformative learning? Transformative Learning

25.  Reflect on Pivotal Moments in your life, experiences that fundamentally changed your life course – and especially that changed you as a person.  Choose One  What was the experience?  What was it about that experience that caused such dramatic change in you?  In what ways did you change? Activity

26.  Transformative Learning and Safety  or, the story of how I became a safer driver… Activity, cont.

27. Transformative Learning Outcomes Sources: Adapted from Hoggan, 2015. Self Worldview Ways of knowing/thinking Ways of being Behavior Capacity Self Worldview Ways of knowing/thinking Ways of being Behavior Capacity Depth/Impact Breadth/ Across contexts Surface Deep Multiple Single

28.  Self-Image  How does Worker’s Self-Image support or conflict with the company’s safety program?  Cavalier?  Risk-taker?  Too Careful or Skilled to Need to Bother with Rules  Consummate Professional, which includes Safety Practices Self

29.  Self-Image  How does CEO/Manager’s Self-Image support or conflict with the company’s safety program?  Hard Nose, Bottom Line?  Nice Guy, don’t push people too hard?  Too busy already. It’s Safety Manager’s job…? Self

30.  Narrative  What is the Narrative running through the Employees’ Minds and Conversations of employees regarding safety?  “Stupid OSHA doesn’t understand reality.”  “Safety Rules just slow down productivity and management won’t stand for that, regardless of what they say about safety.” Self

31.  Narrative  What is the Narrative running through the CEO/Managers’ Minds and Conversations of employees regarding safety?  “People should already know how to work safely and be motivated to do it.”  “Safety is important, but we have to be careful that it does not hurt our productivity/profits.”  “It is enough that I publicly express the importance of safety.” Self

32.  What is the scope of the Employees’ worldview at work?  Self-centric  Team-centric  Company-centric  A Systems View of themselves, the company, etc.  What are the faulty underlying assumptions (if any) that permeate the culture? Worldview

33.  Mindful Awareness – Being Present in the Moment  What are the automatic routines that employees can get into when not “present in the moment”?  What hazards are present that make this an issue? Ways of Being

34.  What are the behaviors that are considered “just the way things are done here” that are unsafe? Behavior

35. Questions? Dr. Chad Hoggan NC State University cdhoggan@ncsu.edu Wrap-up

36. Bass, B. M., & Avolio, B. J. (1990). The implications of transactional and transformational leadership for individual, team, and organizational development. Research in Organizational Change and Development, 4, 231-272. Blake, R. R., & McCanse, A. A. (1991). Leadership dilemmas: Grid solutions. Houston, TX: Gulf Publishing. Blanchard, K., Zigarmi, P., & Zigarmi, D. (1992). Leadership and the one minute manager: Increasing effectiveness through situational leadership. New York, NY: William Morrow. George, B. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. San Francisco, CA: Jossey-Bass. Hoggan, C. (2015). Clarifying transformational outcomes. Unpublished manuscript. Katz, R. L. (1955). Skills of an effective administrator. Harvard Business Review, 33(1), 33-42. Kouzes & Posner (2002). The Leadership Challenge. San Francisco, CA: Jossey-Bass. Northouse, P. G. (2013). Leadership: Theory and practice. Thousand Oaks, CA: Sage. Zaccoro, S. J., Kemp, C., & Bader, P. (2004). Leader traits and attributes. In J. Antonakis, A.T. Cianciolo, & R. J. Sternberg (Eds.), The nature of leadership (pp. 101-124). Thousand Oaks, CA: Sage. References