Safety Leadership
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Poster Davidson R, Denyer D, Pilbeam C (2014) Safety Leadership. Exhibited at the Mindfulness At Work 2014 Conference #MAWC14 View a related video at http://somresearchinsights.com/2013/09/12/safety-leadership-in-service-organisations
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Safety Leadership
- 1. Safety Enactment in the service sector Safety Leadership Ross Davidson, PhD Supervisors Prof. David Denyer, Dr. Colin Pilbeam, Dr. Noeleen Doherty For more information email: colin.pilbeam@cranfield.ac.uk Issues: Little knowledge of safety practices in service sector companies: • Nature of safety leadership is unclear. i.e. Transformational v. distributed v. adaptive v. leadership as practice. • Mindfulness is used to understand high reliability organisations. i.e. Is mindfulness transferable to low hazard organisations? • Little awareness of how safety is enacted. i.e. What are the networks? Purpose: Understand safety enactment within service sector organisations. 7 service sector organisations 4 levels within each organisation: management, safety officer, supervisor, front line Total participants = 150... Outcomes / Potential Outcomes (d) 1. Possible consequences 2. Safety performance 3. Error rates 4. Participation/engagement 5. Behaviour 1. Risk/reward 2. Alertness 3. Head/case 4. Dynamic risk assessment 5. Judgement 6. Complacency 7. Values 8. Attitudes 9. Beliefs 10. Communication 11. Influence 12. Authority Mechanisms (c) Intervention (a) 1. Strategy 2. Design 3. Leadership 4. Operation - procedures, rules 5. Commissioning 6. HR practices - selection Context (a) Leadership Dimensions 1. Individual v. share/distributed 2. Technical v. adaptive 3. Assigned roles v. practices 1. External environment 2. Industry 3. Business 4. People High hazard/ low hazard Perceived consequences Q1. Thematic analysis. Do leadership practices map onto the framework? Q2: Thematic analysis: When does safety become salient? Are employees engaged in mindful behaviour? Q3: Social network analysis: Who is involved in creating safety? This research is sponsored by a grant from IOSH, the Institute of Safety & Health, UK. Q1: What are the safety leadership practices people engage in? Q2: When does safety become salient to a person at work ? Q3: What is the safety network within the organisation? Q1: Semi-structured interviews. Q2: Qualitative research diaries recording instances when safety becomes salient. Q3: Social network analysis. Analysis & Interim Findings Sample Purpose & Issues Research Questions Research Methods Framework