THE THREE LEADERSHIP STYLES

THE THREE LEADERSHIP STYLES IN HSE MANAGEMENT

Hello once again, this is your Safety guide (Goke Akingbade). Today, we will be discussing about three types of leadership models in health, safety and environment management. The corporate culture of an organization can have a great impact either negatively or positively on the kind of leadership model that is being portrayed by top-level management. The three type of leadership styles are discussed more below.

(a)THE TOUGH-COERSIVE LEADERSHIP MODEL: In this type, safety managers usually focus on protecting themselves, so this makes them focus on compliance ( i.e they are tough on safety in order to avoid penalties. In controlling safety performance, manager’s focus mainly on punishment. The objective is to achieve legal imperatives.                                                                                                                          Here are the examples of what a tough-coercive leader might say:                                                                                                                                          .  Punishment - “If you violate a safety rule, you will be fired.”                                                                           . Punishment – “If you report accidents, you will labelled a complainer.”                                                    This results in a fear-driven culture. A fear driven culture cannot be effective in the achievement of a world-class safety because employees do their jobs to avoid a negative consequence. While workers and managers work to avoid punishment.

(b) THE TOUGH CONTROLLING LEADERSHIP MODEL: In this kind, safety managers are tough on safety so as to be able to control losses.  They usually possess high standards for performance and behaviour, in achieving this; they control every aspect of work to make sure employees comply. Tough controlling leaders go beyond the threat of punishment as the main strategy to influence behaviour. Though, they will depend on a lesser extent on negative reinforcement and punishment to influence behaviour. Here, positive reinforcement may also be used as a controlling strategy. This kind of leadership model may or may not lead to a fear-based culture. Examples of what you might hear from a tough-controlling leader include:                                                                                                                                       . Negatice reinforcement – “If you get involved in an accident, you will be disciplined.”                                Negative reinforcement – “If you do not have an accident, you will not lose your bonus.”                                      .Positive reinforcement – “If you obey safety rules, you will be recognized.”                                                   The manager is more likely to be concerned with his success than that of his subordinates. So in the long run, production, profitability, morale and all other long term results are not as positive as they are supposed to be.

© THE TOUGH CARING LEARDERSHIP MODEL: In this kind, safety managers are tough on safety due to the fact that they have high expectations and they insist their subordinates behave, but they primarily care about the success of their employees first. This is a selfless leadership style. Managers understand that complying with regulations, controlling losses, and improving production can best be assured if workers are motivated and are also safe while they are at work. Rather than being a safety police, the safety manager is responsible to help all line managers. Even though positive reinforcement is what is used to influence behaviours, tough-caring leaders are not reluctant in administering discipline when it is justified because they understand it to be a matter of leadership. However, before they discipline, managers will first assess the degree to which they personally have fulfilled their obligations to the organization they work for. Examples of tough-caring leadership statements are given below:                                                                                                                                        .                   Positive reinforcement – “If you suggest and help make improvements, I will personally recognize and reward you.”                                                                                                                                              . Positive reinforcement – “If you comply with safety rules, report injuries and hazards, I will personally recognize you.”                                                                                                                                                            The behaviour of the safety manager communicates that top-level management is fully committed in ensuring that a safe and healthful workplace in maintained. This is largely due to the trust that the safety manager has built with his subordinates. So till I come your way next time, remember safety starts with you.

Regards     
Goke Akingbade