RIAM INSTITUTE OF TECHNOLOGY

School of Health and Science

Diploma in Occupational Health and Safety

Organizational Leadership
(DSH403)

Details of Assignment
Student Name Marcella Lema Anak Boniface Babai
Student ID Number DOSH007829
Email Address [email protected]
Subject / Subject Code DSH403
Title The Impact of Safety Leaders / Leaderships in a
Organization Safety and Health Culture and
Performances
Lecture Name Miss Liew Li Yee
Date of Submission 17 October 2022
Office Use Only
Date Received
Received By
The Impact of Safety Leaders / Leaderships in a Organization
Safety and Health Culture and Performances

Introduction

Leadership is a highly valued and sought-after commodity. Many people thought that
leadership might help them enhance their personal, social, and professional life. The
company recruits leaders because they believe they bring unique assets to their organization
and improve the bottom line.

What is safety culture?

The value placed on safety and the extent to which employees accept personal responsibility
for safety in an organisation are embodied by safety culture. As a shared value of safety,
safety culture is frequently defined as an organization's "personality”.

Safety culture is only one part of an organization's overall culture. Culture emerges
spontaneously wherever there are groups of people working together to attain a shared
purpose. Organizational culture is invisible because most employees are not consciously
aware of the common concepts and beliefs that influence their behaviour.

For example, when you start working in a new organisation, you could encounter safety
culture. As a new employee, you would first attempt to learn about your organization's safety
standards. You would initially be led by the written rules, procedures, and training you have
received. You would also observe your colleagues and leaders, paying attention to what they
say and how they act. Based on this knowledge and observations, you will gain an
understanding of the organization's safety culture.

Employees who appreciate the importance of safety and exhibit positive safety behaviours
contribute to a healthy safety culture. Wearing personal protective equipment (PPE) without
being asked, doing risk assessments for all professions, and reporting all accidents are
examples of positive safety behaviours. If an organisation has a bad safety culture, safety may
be viewed as unnecessary, leading to poor safety procedures among employees. Taking
shortcuts or choosing to disregard safety dangers are examples of negative safety behaviours.

What is safety climate?

The perceived value put on safety in an organisation at a given time is referred to as the
safety climate. As a result, we might conceive of safety climate as an organization's "mood"
depending on what workers experience at a given time.

So, because safety climate is a snapshot of safety at a single moment in time, it can change
quickly, on a daily or weekly basis. For example, the safety climate may be heightened
following the implementation of a new safety procedure or an incident. If that increased level
of safety is maintained over time, it might lead to changes in the underlying culture.

Safety climate is a helpful measure of safety performance because it reflects attitudes toward
safety at a certain point in time. Typically, an employee survey or team discussions are used
to assess safety culture.

What is safety leadership?

Safety leaders demonstrate a strong commitment to safety by becoming active and inspiring
others to practise safe behaviours. Safety leaders may be found at all levels, from senior
executives to middle managers to informal workers leaders.

Leaders are essential in every organisation because they give guidance to employees in terms
of planning and managing their work. They also motivate employees to attain goals through
rewarding, encouraging, and leading by example.

By setting a good example of safety and rewarding employees for excellent safety
behaviours, safety leaders influence others to develop positive attitudes toward safety.
Consistent safety leaders may affect the safety climate and, over time, have an impact on the
safety culture.
Putting it all together

If safety leaders demonstrate a strong commitment to safety, encourage employees, and set a
good example of safety, the safety climate will improve. If we maintain our safety leadership
efforts, it will eventually drive individuals to reconsider their underlying attitudes and beliefs
about safety, which will have a good influence on the safety culture. We can establish a good
safety culture via the activities of safety leaders, resulting in higher safety performance and
assisting in keeping our workers safe at work.

Safety Safety Safety Safety

Leadership Climate Leadership Leadership

We can begin to impact the safety climate and, in the long term, develop a strong safety
culture by investing in safety leadership. Employee safety behaviours are enhanced as a
result. (2022)

Safety Culture Maturity Model

A safety culture maturity model has been developed to assist organisations in establishing
their current level of safety culture maturity and identifying the actions required to improve
their culture.

10 Elements of the Safety Culture Maturity Model

1. Management commitment and visibility

2. Communication
3. Productivity versus safety
4. Learning organisation
5. Safety resources
6. Participant
7. Shared perceptions about safety
8. Trust
9. Industrial relations and job satisfaction
10. Training
Assumptions of the Safety Cultural Maturity Model

Cultural or behavioural methods to safety improvement are most successful when the
technical and system parts of safety are working satisfactorily and the majority of accidents
appear to be caused by behavioural or cultural reasons. As a result, the safety culture maturity
model is only applicable to organisations that fulfil a set of specific criteria.

These include:

1. An adequate Safety Management System

2. Technical failures are not causing the majority of accidents
3. The company is compliant with health and safety law
4. Safety is not driven by the avoidance of prosecutions but by the desire to prevent
accidents.

10 Effective Safety Leadership Skills

Leaders have people who follow them, but managers have individuals who work for them. As
a result, leaders to recognize that a specific skill set is essential to become a successful leader
who can draw followers rather than simply employees.

Here is a list of the most important skills to have as a safety leader:

1. Commitment to safety
The definition of commitment is "to pledge or promise." This pledge or promise about
safety is not just a commitment to yourself, but also to all of your co-workers. Your
dedication implies that you will strive to do your task in a safe manner that will
provide a good example for people to follow at all times.

2. Questioning
To keep the daily activities on track by focusing whether they support the goals.

3. Listening
One of the most important components of communication is listening. Employee
commitment, frequency of assisting actions, and employee turnover are all associated
with good listening skills. According to research, leaders who listen have more good
connections with their employees.
4. Integrity
Leaders with integrity are honest, trustworthy, and trustworthy. Leaders with integrity
operate in line with their statements (that is, they do what they teach) and own their faults
rather than hiding them, blaming their team, or making excuses.

5. Emotional Intelligence (Humanity)

boosts self-awareness, accountability, communication, and trust by assisting leaders in
processing their emotions in a more positive way that helps them to address challenges
more effectively.

6. Situational Leadership
Situational leadership is a leadership style in which leaders assess the degree of readiness
of the team members they serve as well as the uniqueness of each circumstance.

7. Chronic Unease
Uneasiness is a state of discomfort, and chronic unease describes a state of continuous
watchfulness, a persistent suspicion that everything is not right, that something terrible
may happen at any time.

8. Accountability
An individual's or organization's obligation to account for its actions, accept
responsibility for them, and reveal the results in a transparent way." As a result, when a
leader accepts accountability for anything (for example, a large project), it means they
fully own it.

9. Visibility
The commitment of senior management to a quality culture that aligns performance
management procedures with the organization's objective, takes customer feedback into
consideration on a regular basis, and allows for transparency regarding performance
between leadership and staff.
10. Standard setting

The work unit's performance management focuses on either personal (personnel) standards,
expectations for behaviour, or task-specific standards. (Top 10 Effective Safety Leadership
Skills - DEKRA, 2022)

About Safety Leader Characteristics

Safety leaders are in charge of critical projects such as creating and implementing health and
safety policies, educating employees about safety standards, and performing safety
inspections. They are also in charge of continually improving the workplace's safety culture.

7 Safety Leader Characteristics

1. Compassion
- People are drawn to safety leaders who are warm and approachable and clearly
care about their well-being. Workers appreciate you when they understand your
emphasis on safety stems from a desire for them to finish their shift in the same
physical and mental state in which they began.
- Employees also feel more trusting of empathetic leaders, which increases both
loyalty and job happiness. If you don't think you're showing your team enough
compassion right now, it's never too late to make a change.
- To begin, try being friendlier to yourself. Get more sleep, set aside some time
each day to de-stress, and don't punish yourself for making mistakes. When
communicating with workers, show empathy by seeing yourself in their position
to better understand how to assist them.

2. Excellent communication skills

- Because you must always be on the same page with your employees, open and
honest communication is crucial for a secure workplace. Meeting with employees
on a regular basis to discuss subjects such as new safety initiatives and current
safety concerns on your radar is essential for effective safety leadership.
 - This underlines the necessity of safety because it is not a subject that is easily
ignored. When employees are encouraged to address safety issues, it gets
ingrained in company culture, which is critical.

3. The ability to inspire

- The finest safety leaders inspire employees to do their personal best. People
appreciate them, which motivates them to individually adhere to safety initiatives
as well as do everything in their power to guarantee the team accomplishes its
safety goals.
- When asked, "What is safety leadership?" One of the most important components
is the capacity to unify employees behind a single goal. Having a common
mission—in this example, safety—gives employees a reason to do more than their
regular job obligations.
- It takes effort to be a safety leader that colleagues appreciate and who actually
inspires them. Showcase your concern for safety, make them feel valued, and
engage them in the decisions that go into your safety standards.

4. The ability to be fully present

- Human mistake contributes significantly to safety mishaps. As a result, you must
be totally in sync with your team in order to detect warning indications before
they become more serious.
- For example, if you see an employee operating heavy machinery appears
preoccupied, you may take pre-emptive actions like as reassigning them to a
lower-risk duty or requiring them to take a break to avert an accident.
- If you're not paying attention to what's going on with your team, you won't detect
these concerns. This emphasises the importance of having a strong presence,
which may save lives.

5. A commitment to learning
- Continuous learning is a critical component of improving safety culture. Keeping
up with the current Occupational Safety and Health Administration laws and
regulations is a part of this, but it is only one component.
- As a safety leader, you must constantly assess the efficiency of your present
practises and explore even better ways to protect your employees. This includes
 staying up to date on business news, attending conferences and training sessions,
and soliciting input from employees.
- Being resistant to change is a bad attribute to have in this sort of career.
Continuous improvement can only be achieved by focusing on innovation.

6. Superb listening skills

- Understanding the need of listening to employees is one of the most crucial
characteristics of a great health leader. Many leaders wrongly believe that their
duty is to talk while their employees listen intently, but this is not the case.
- Your team can provide crucial safety input since they are the ones executing the
task. They have direct experience of everything from working methods and
procedures to useful views on personal protective equipment.
- If you want to enhance your listening abilities, practise becoming an active
listener. Maintain eye contact with employees when speaking with them,
summarising what they say, asking questions, and never interrupting.
- This can help you discover useful information that will assist you improve your
safety procedures. You won't gain this knowledge by dominating the
conversation, so know when to stop talking and start listening.
- To establish and sustain a strong safety culture, every firm need exceptional safety
leadership. Having the qualities described above will allow you to best serve your
organisation.
- As someone who takes their job seriously, you want to do all in your ability to
keep workers safe while under your supervision. The greatest strategy to reduce
safety accidents to a minimum is to seek for continual improvement—both
personally and for the firm as a whole.

7. Self-Awareness
- In this sort of work, the ability to lead by example is essential. Employees will not
take your safety rules seriously if they witness you disregarding them.
- You are the focal person for all safety efforts as safety leadership. People rely on
you to steer them in the right way; therefore, it stands to reason that if they see
you engaged in risky workplace activities, they will do the same.
- You may believe you are completely self-aware, but it is always a good idea to
double-check yourself. Take the time to go over your safety procedures and be
 honest about whether you're following them completely. If not, acknowledge your
errors to the team and resolve to doing better in the future. (7 Characteristics of
Great Safety Leaders, 2022)

What is Toxic Leadership?

Toxic leadership is a form of leadership that is harmful to team members and the workplace
as a whole. The leader's selfish abuse of power is evident. It is impossible for you and your
colleagues to thrive in the presence of toxic leadership. A toxic leader is typically concerned
with their own self-interest. This has varied degrees of impact on a team's performance,
production, and morale.

Background and Theory of Toxic Leadership

Although there is no universally accepted definition of toxic leadership, previous research

indicates that toxic leadership comprises egotistical, malicious, manipulative, bullying, and
imposing conduct on the part of the leader. Workplace bullying, on the other hand, is
described as consistent and recurrent employee exposure to aggressive negative behaviours
involving a perceived power imbalance, social isolation by co-workers, and the formation of
a hostile work environment. Toxic leadership and workplace bullying are linked, and both
have severe consequences for people and businesses. This review of the research examines
the link between toxic leadership and workplace bullying, with an emphasis on the role of
followers and coping techniques.

About Toxic Leadership

Toxic leadership may have a detrimental impact on both the company and the employees, resulting in
workplace deviance, reduced job satisfaction, lower employee self-esteem, bad organisational
attitudes, and psychological stress. The connection between toxic leaders and their followers is
complicated, although it may contain benefit maximisation features. Toxic bosses may demand and
construct teams of docile and submissive workers in order to dominate the working environment.
Furthermore, toxic leaders may be seen by followers as powerful, independent, and, at times,
dictatorial, which can provide psychological comfort to employees. Toxic leadership, on the other
hand, frequently has severe consequences for followers, including psychological, emotional, and
physical health difficulties. Having stated that, one of the most prevalent toxic leader behaviours is
workplace bullying.

Several studies have found that, while workplace bullying is not statistically gender-specific in the
United States, victims are more likely to self-identify as female. Furthermore, 81% of bullies have
higher-ranking positions. Workplace bullying has a variety of causes, since both personal and
contextual factors contribute to the development of a workplace bully. Personality traits such as
extroversion and neuroticism have been found to be strongly connected to workplace bullying
behaviour. High-stress or chaotic workplaces might contribute to increased workplace bullying
behaviour. Workplace bullying reduces job satisfaction, increases absenteeism, and has a negative
impact on mental and emotional well-being.

Anti-bullying organisational structures, rules, and procedures should be implemented throughout the
business to combat workplace bullying and toxic leadership. However, if the business is unable to
totally eliminate workplace bullying and toxic leadership, employees frequently use coping methods
to mitigate the harmful impacts of bullying. Employees who are trying to lessen bullying stress often
use strategies like as avoidance, doing nothing, seeking help, and assertiveness. Furthermore, coping
mechanisms are frequently either problem-focused or emotion-based. Problem-solving solutions often
involve changing bullies' undesirable behaviours or personally confronting the bully. Playing the
victim and soliciting sympathy from others are common emotional-based methods. (Study Details
Negative Effects of Toxic Leadership and Workplace Bullying - Pollack Peacebuilding
Systems, 2022)

What are the effects of toxic leadership?

Toxic leadership and poor leadership abilities have an influence on everyone who works with the
toxic leader.

 Workplace bullying
 Counterproductive work behaviour
 Job dissatisfaction
 Psychological distress
 Depression and burnout

When toxic leaders are present, workplace bullying is frequently developed as a coping
technique. Employees are more prone to retaliate and aim their annoyances onto others.
A toxic boss, in general, is an impediment to a good workplace culture. Of fact, not all toxic
leaders have the same level of effect on workplace culture since not all exhibit the same
poisonous characteristics.

8 Traits of a Toxic Leadership

 Frequent lying or inconsistent expectation

 Doesn’t listen to feedback
 Arrogance
 Places important on hierarchy
 Discriminates against employees
 Lacks confidence
 Incompetent at their job
 Self-interested

Myths about Toxic leaders

 Toxic behaviour won’t be tolerated by your team

 Toxic leaders are easy to spot
 One person cannot deal with a toxic leader on their own
 Leaders need to be toxic advance their career

How to deal with a Toxic Leader

1. Attempt to help instead of judge

2. Keep control of your reactions
3. Document everything
4. Set professional boundaries
5. Approach your manager with a candid conversation
6. Clarify instructions
7. Focus on your job and forget the ego
Is it possible to detoxify a leader?

It is possible to assist a toxic leader in becoming less toxic, although this is not always the
case. Your manager should be at least somewhat receptive to hearing your ideas and
constructive feedback. If your leader is not receptive to this, no matter what you do, they will
not change. Keep in mind that it is not your obligation to assist someone in changing. (The 8
Toxic Leadership Traits (and How to Spot Them), 2022)

The Toxic Triangle

What is Safety Performance

The acts or behaviours that employees engage in while at work to enhance the health and
safety of workers, clients, the public, and the environment are referred to as organisational
safety performance.
The Measure Safety Performance

The acts or behaviours that employees engage in while at work to enhance the health and
safety of workers, clients, the public, and the environment are referred to as organisational
safety performance. Four elements contribute to safety performance:

- Using personal protective equipment,

- Engaging in work practice to reduce risk,
- Communicating hazards and accidents, and
- Exercising employee rights and responsibilities.

Employee performance affects organisational safety performance through their knowledge,

skills, and motivation to work safely.

The 6 Most Common Challenges that Leaders Face

Around the world, more similar than different

Leaders encounter internal and external challenges regardless of their location, industry, or
company culture. These difficulties may have an influence on their jobs as well as their day-
to-day lives.

1. Honing Effectiveness
This leadership challenge focuses on strengthening important abilities such as time
management, prioritisation, strategic thinking, decision-making, and being more
familiar with the job in order to be more productive at work.

2. Inspiring Others
This is the difficulty of inspiring or encouraging team members to be content with
their jobs and to perform more efficiently.

3. Developing Employees
This is the problem of effectively developing others, including coaching and
mentoring.

4. Leading a Team
 Another significant problem is team-building, team development, and team
management. Specific leadership issues associated with this include how to inspire
pride, offer support, successfully collaborate, manage a large team, develop team
standards, and what to do when taking over a new team.

5. Guiding Change
Being a successful change leader is difficult due to the difficulty of managing,
organizing, understanding, and leading change. It is necessary to understand how to
lessen repercussions, overcome resistance to change, and cope with the reactions of
team members to change.

6. Managing Stakeholders
The final leadership task is to manage relationships, politics, and image in the
workplace. Obtaining managerial support, managing up, persuading others, and
obtaining buy-in from other departments, organisations, or individuals are all
examples of this.

When do the Top Leadership Challenges Most Commonly Emerge?

Another essential issue when determining the leadership difficulties that affect leaders all
across the world is the "when." But what exactly does that mean? Teams, organisations, and
leaders may face increased obstacles at certain periods, such as when:

 Something new is about to begin, such as a new project, employee, client, line
of business, or change to a hybrid workforce, among other things.

 Something is coming to an end, such as a project, position, contract, or

engagement.

 Something drastic happens, such as a team member leaving unexpectedly, a

financial difficulty affecting the department, or business goals shift when the
company is dealing with a catastrophe, such as the worldwide COVID-19
epidemic or conflict in Eastern Europe.
Any of these obstacles would provide considerable problems to any leader. As a result, it's
critical to detect when you or your company is going through a rough patch, identify the
particular internal and external bottlenecks, and devise a strategy to overcome the obstacles.

5 Tips for leaders to respond to these Top Leadership Challenges

1. Set goals for yourself and your team.

Set goals and create the timetables and deadlines required to keep yourself and your
team members on track. Distractions might cause you to lose sight of long-term and
even short-term goals. You might quickly become engrossed in dealing with critical
situations that occur unexpectedly, rather than remaining focused on generating the
outcomes that are most important to your firm. While no leader can totally prevent
surprises, goal-setting gives a road map to refocus on your primary goals while
dealing with additional leadership challenges.

One time-honoured approach is the SMART method. When setting a goal, make sure
it’s:

 Specific. Write down a detailed description of what accomplishing the

goal would involve.
 Measurable. Set targets that you can quantify to assess progress.
 Attainable. Stretch goals are fine, but you also need to make sure that
achieving the goal is possible.
 Realistic. Be sure you understand what you will likely need in terms of
time, resources, and talent to achieve it.
 Timed. Create deadlines for hitting milestones on the way to your
goal, as well as for achieving the goal itself.

2. Delegate more to others

If you delegate, you will be more productive in addressing leadership difficulties and
will enable your colleagues to take greater responsibility. Effective delegation needs
 more than simply getting a work off your desk; it necessitates a cycle of four crucial
steps:
 Understanding your preferences. Delegators who prioritise their
workload determine which chores to keep and which to delegate to others.
They also know how much input they want while the person they've
assigned the assignment to is working on it.
 Knowing your people. To properly delegate, you must offer work to those
who have the relevant expertise and abilities. That implies you must
understand your folks. Delegation may help direct reports grow by
allowing them to learn as they take on new responsibilities.
 Being clear about the purpose of the task. The goal of an activity gives
it meaning. Delegation may become a chance for personal growth if it is
aligned with team or individual ideas and goals.
 Assessing and rewarding. You should collaborate and cooperate with
your direct reports to find techniques to help them and you decide if a task
has been accomplished correctly and to suitably reward them.

3. Maximize your unique value

There will always be more demands for your attention than you have time and energy
to handle. Prioritize the things that only you can complete and assign everything else
to team members.

Leaders overcome leadership issues and provide value to their companies by

concentrating on their distinctive talents. Understanding your own unique values and
delegating everything else (or as much as possible) helps you to enhance the wealth
you provide for the organisation.

There will always be more demands on your time and energy than you can handle.
Prioritize those tasks that only you can perform and outsource the rest to team
members.

Leaders overcome leadership difficulties and provide value to the organisation by

focusing on their unique abilities. Understanding your own distinct values and
 outsourcing everything else (or as much as feasible) allows you to increase the wealth
you bring to the organisation.

4. Get role clarity

Understand your role's core responsibilities and what are subsidiary responsibilities or
even work that belongs to someone else.

People will continue to ask you to take on new responsibilities and projects despite
this. And there are occasions when taking on more responsibilities is necessary due to
unique circumstances or is beneficial for your own professional development.
However, the most effective managers understand that they will be assessed primarily
on how good they are at their core responsibilities and how they handle leadership
challenges.

This also implies that you will have to say no at times. In the workplace, this might be
unsettling. It is critical to learn how to say no and finding methods to do it with grace
and professionalism. Turning down work that is not part of your position helps you
stay focused, and good communication is a critical skill for leaders.

In truth, many of these solutions for addressing the world's top leadership concerns
are part of building the core leadership qualities required in any job and at every stage
of your career.

5. Strengthen team alignment and collaboration

What is blocking your team from being on the same page and efficiently
collaborating? Perhaps you're not being open and honest with one other, or perhaps
you're not making enough time to appreciate the small victories. Amid any case,
improving your team's alignment is important for organizational success because it
enables you and your team to make difficult decisions with confidence and remain
cool and upbeat in a crisis.

Building trust is essential during difficult times. In fact, it's one of the three keys to
improved teamwork and collaboration. People act out of fear when they lack trust,
putting their achievements in peril. Furthermore, adhering to agreed-upon standards
 will aid in team alignment. Focusing on principles like as responsibility, mutual
respect, and honesty are examples of this.

For effective and structured collaboration to take place, teams must follow a
framework composed of these 3 parts:

o Structural level: understand structures, roles, and responsibilities of team

members.
o Systematic level: assess systems, processes, and policies that are currently in
place.
o Interactional level: evaluate communication among team members.

Following this framework can help leaders in any organisation obtain better role
clarity and increase team alignment, both of which are required when responding to
top leadership problems.

Leaders who feel overwhelmed by their task might find solace in the notion that they
are not alone. You may overcome such feelings and add greater value to your
business as you take on the most pressing leadership problems by concentrating on
these 5 key behaviours. (The Top 6 Leadership Challenges Around the World, 2022)

The Impact of Leaders on Safety Culture

Following this paradigm can help leaders in any organisation obtain better role clarity and
increase team alignment, both of which are required when responding to top leadership
problems. Fundamentally, systematic delivery of dependable and safe services necessitates a
strong safety culture, continual development, and continuous learning. Thus, successful
executives must support this activity by establishing and promoting the company's principles
and objectives, which is especially important in nuclear sectors. Leaders must convey
effectively and clearly to staff that safety is a critical and non-negotiable goal. Similarly,
leaders must be able to properly describe the behavioural standards that establish value for
the business, employees, and customers. Furthermore, they should articulate critical
behaviours in a brief, basic manner and act in ways that encourage and model the necessary
behavioural standards.
Furthermore, competent leaders may positively influence the organizational culture by
communicating particular behaviours that build unacceptable risk models and clearly stating
that such behaviours will not be accepted in the business. Disrespectful or disruptive actions
are examples of such behaviours. When employees act disrespectfully, leaders face a true test
since other employees will attentively follow the leaders' response, conveying a very
important cultural message throughout the organisation. Again, this is a chance for leadership
to establish the groundwork for a strong safety culture by holding employees accountable for
their actions.

Elements of the Impact of Leadership in Culture of Safety

 Communication
Effective safety communication is defined as communication that keeps the focus on
safety. Effective safety communication is critical in developing a safety culture inside
an organisation. Employees are more inclined to hear and offer feedback when they
engage with one another in a respectful and open manner on a frequent basis.
Furthermore, communication promotes group coordination and collaboration. It also
allows employees to become a part of, and learn about, the company's safety culture
(Smith, 2013). In the lack of clear communication from leadership, there is a
disconnect between what leaders say and what they do, causing employees to struggle
to interpret the contradicting messages. As a result, employees will regard the leaders'
behaviour as a more trustworthy representation of the company's goals and ideals. If
there is a mismatch between informal and formal communication, workers develop a
cynical view of formal communication, resulting in a poorer safety culture and
ineffective formal communication from leadership.

Furthermore, top-down communication is the most successful, as senior leaders speak

directly with supervisors, while supervisors communicate with their workers. This
strategy aids in the development and reinforcement of the supervisor's power.
According to many studies, employees have a stronger willingness to communicate to
their leaders, more trust in their supervisors, and appear to believe them when they
consider their leaders to be powerful. At the same time, communication between
workers and upward communication from employees to leaders is critical for safe
operations and organization development. A worker's inclination to speak up might be
 heavily impacted by their view of the extent of leadership support for safety. There
may also be misunderstandings about leadership's resistance to critical input, fear of
establishing interpersonal conflict, and fear of reprisal. If such hurdles are not
addressed by leadership, they can have a detrimental influence on overall safe
performance, information exchange, and organisational learning. As a result, leaders
must create a climate that welcomes both negative and positive input, while also
encouraging and supporting good upward communication. All of this will encourage
employees to speak out if there is a problem.

 Supervision

Notably, a supervisor's capacity to favourably impact behaviour, lead, and manage

regulatory compliance reflects the organization's productivity, quality, and safety
culture. Supervisors serve as a direct contact between upper-level management and
the workforce. Direct supervisors have a significant influence on workers' overall
workplace engagement. Similarly, mentoring supervisors is a beneficial intervention
because of their position of power. As a result, because they have direct contact with
workers every day, enhancing their abilities has a direct impact on the workplace.
Following training, supervisors are in a unique position to instantly apply the value of
their newly gained abilities, resulting in general improvements in the safety culture.
Furthermore, by closely monitoring managers, employees learn about the importance
of safety in the workplace. As a consequence, supervisors establish a degree of
expectation for safety initiatives, which often enables long-term success by
emphasising the significance of safety via effective and consistent coaching.

It is also critical to understand that an organization's capacity to keep safety incidents

to a minimal is dependent on how managers handle certain factors. Observing safety
standards, shutting down harmful work situations, applying corrective actions in the
case of an unsafe condition, a clear demonstration of concerns by supervisors, and
providing proper safety training by the company are some of the elements that prevent
safety occurrences. Supervisors also require abilities to be successful safety trainers.
Such abilities are fundamental and aid in improving performance in areas other than
safety. Counselling and coaching are the two fundamental parts of supervisory skills.
The former aids in the resolution of performance issues that arise despite coaching,
whereas the latter promotes high performance while also preventing difficulties.
 Workload

Workload is a circumstance in which personnel are required to complete a specified

task within a specific time frame. The number of complaints raised by workers
reflects their capacity to handle workloads, given that the burden does not exceed
their ability to complete the allocated task. Stress, on the other hand, can be caused by
either an excessive or insufficient workload. There are two types of workloads:
qualitative workloads and quantitative workloads. The former happens when
employees believe they are unable to complete a given task, or when the workforce's
potential or talents are not being used in the allocated activity. The latter occurs when
workers are assigned an excessive number of duties. Another type of burden is the
mix of excessive qualitative and quantitative workload.

Working conditions, in particular, are a factor that contributes to an excessive

quantitative workload. In other words, all jobs should be completed properly and
precisely in the least amount of time feasible. At the same time, the quantitative
excess load of work is the result of numerous errors caused by time constraints.
Furthermore, even a minor workload can have an impact on a worker's psychological
well-being. Again, excessive repetition in a basic job will make it tiresome and
tedious, resulting in decreased attention. As a result, workers' attention will be
distracted and they will fail to perform effectively. As a result, workload certainly
plays an important impact in organizational security results.

 Well-Being of the Workforce

Employee well-being is an increasingly important and necessary issue in today's

workplace. At its most basic, well-being is concerned with personal satisfaction. That
is, feeling happy and functioning in a healthy and safe manner. As a result, well-being
is an important part of people's jobs and employment since it affects individuals' basic
living requirements. Equally essential, in cultures that promote production excellence
and worker well-being, safety may be a primary focus. Leadership is responsible for
addressing and expressing a set of concepts that encourage and support the well-being
 of the workforce. Employee well-being, in reality, has a major influence on an
organization's performance, productivity, and safety results.

According to a Safe Job Australia research, psychological stress, such as depression,

sorrow, and anxiety, leads to decreased productivity, excessive absenteeism, and poor
work quality. Surprisingly, some of these worries can be alleviated by concentrating
on employee well-being. In general, when an organisation invests its employees in the
company's culture and future, it helps them feel engaged and gives them a sense of
purpose in their jobs. Such employees form strong bonds with their co-workers.
Employee well-being may be influenced and achieved by viewing it as an office-wide
initiative rather than an individual problem. Indeed, a strong culture generates more
engagement, cooperation, and communication across all corporate levels, allowing
employees to love their jobs. More importantly, the company's culture is a key driver
of business outcomes.

 Employee Engagement

Employee involvement in an organisation gives life to the safety process and

facilitates the achievement of corporate goals. Engaging workers across the
organisation creates a culture in which people go longer periods of time without
accidents or injuries. It is also logical that engaged employees are more likely to be
engrossed and involved in their job. Employees who are not engaged are more prone
to make mistakes and are less focused on their task. Thus, employee involvement has
important implications, especially in nuclear businesses where safety is critical.

Surprisingly, much study has been conducted on the relationship between safety
results and employee engagement. According to Harter's meta-analysis, the most
involved organisations in health settings had fewer occurrences than less engaged
organisations. Furthermore, engaged employees are more likely to take the initiative
to adopt and recommend improvements to safety measures. Employee involvement
clearly offers workers a better feeling of ownership in the jobs they do, as well as
improves the likelihood that such workers will take responsibility for dealing with any
difficulties. Similarly, attitudes are known to influence behaviour and performance.
As a result, it has been estimated that seventy percent (70%) of workplace accidents
are caused by dangerous actions.
 Employee engagement, according to research, inspires employees to work safely,
whereas non-engaged employees are typically less motivated. As a result, employees'
concentration on doing the right thing is diminished. Notably, when safety incidents
occur, both financial and human expenses are incurred. Although safety can be priced,
the human cost is difficult to quantify. As a result, leadership must communicate
positively, acknowledge, trust, and involve their people in order to create a proactive
workforce and minimise safety accidents, increase performance, and overall
organisational growth.

 Individual Impact

Particular impact essentially refers to employee empowerment in the sense that every
employee understands how an organization's success is dependent on their individual
job and that the objectives of their groups are also aligned with the general strategy of
the business. As a result, employee empowerment is a critical and effective technique
that, when implemented appropriately by leadership, may energise a company's safety
culture, positively affect customer experience, and enhance profitability. However,
several businesses confront dissatisfied teams and individuals as a result of
inadequately empowering them.

Finally, empowerment is providing employees the authority and flexibility to adapt

and respond in real time with effective ideas that help the business run smoothly. At
the same time, empowerment requires the sharing of authority, information, and
resources by leaders in order for employees to address challenges by making quick
decisions. Furthermore, firms must understand the internal impact that empowering
employees may have on culture, particularly a client culture.

In actuality, employee empowerment has a range of impacts on an organization's

culture. For starters, empowered businesses are more lucrative than non-empowered
businesses since empowerment is associated with financial success. As a result,
profitability connects with culture in such a manner that being unprofitable almost
always guarantees a disempowering and disagreeable culture. Furthermore,
empowered employees are happier with their jobs overall. Indeed, empowering
employees provides them greater autonomy and makes them aware that they are
trusted to make decisions, which leads to an increase in employee happiness.
 Furthermore, empowered workers are proud of their job since the bestowed authority
and trust lead to a higher sense of pride in the employees' workplace as well as their
work.

As a result, employees who are proud of their organisation report feeling more
fulfilled and interested in their job. Clearly, engaging employees leads to all of the
benefits that seem to accompany a highly pleased workforce: higher productivity,
lower turnover, and improved cooperation. As a result, every level of leadership must
develop an empowering culture. One thing to remember is that empowerment, like
anything else, has boundaries. As a result, it should be adopted carefully and with an
eye toward reward and risk so that the organization's culture benefits. (The impact of
Leadership in Culture of Safety, 2022)

The Key of Leadership Assessment

Whatever stage of your career you are in, leadership evaluation may help you identify your
strengths and limitations as a company leader. It is critical to learn more about leadership
abilities because:

- This will allow one to make the greatest use of one's abilities.
- Understanding these talents also helps in seizing on opportunities o that time and
resources are not wasted.
- A lack of it might indicate a lack of adaptability, which would harm firm growth.

The 4 benefits of leadership assessment

 Leadership assessments can guide you in creating your career goals

 Leadership assessments can increase self-awareness
 Assessing your leadership can help you improve in all stages of your career
 Leadership assessments can help in improving the leadership development plan

1. Leadership assessments can guide you in creating your career goals

Leadership assessments may provide you with an impartial assessment of your talents as a
corporate leader at any point of your career. An effective leadership evaluation informs you
and your business about your leadership abilities in a positive manner.

 Guiding your career goals

A competent leadership evaluation may help you determine where you want to go as
an executive and how to get there while measuring your aptitude to manage varied
positions and responsibilities. Top international business schools' leadership
evaluation tools may evaluate your effectiveness in a range of areas and
circumstances.

However, whether the leadership evaluation is focused on personal leadership or

corporate management, it may inform you what your strengths are and what you need
to learn in order to face new problems. A thorough evaluation can advise you on the
experience and leadership and management training needed to attain your professional
objectives.

2. Leadership assessments can increase self-awareness

A good leadership evaluation will tell you what sort of person you are. This is a vital step in
the process of becoming a better leader. Self-awareness of your own attributes and leadership
abilities may significantly improve the way you manage companies and interact with people.
It can also assist you in developing your leadership skills and confronting your inadequacies.

Learning more about yourself can help you become a more successful leader. If you are
honest about your leadership talents, you will be able to acquire the support and trust of your
team members. This will increase your trustworthiness.

However, keep in mind that leadership evaluation should not be viewed as a means of
providing a definitive image of an executive's future skills. Rather of being intrinsically
acquired, leadership qualities are constantly developed and improved via experience and
corporate training.
Good business schools provide one-on-one leadership coaching with professionals who can
give you an honest yet compassionate assessment of your managing abilities. When you are a
leader, it might be tough for people to tell you how you are doing.

3. Assessing your leadership can help you improve in all stages of your
career

A lifetime of learning in top management requires you to step back and examine your
leadership skills on a regular basis. Leadership assessments may often assist you in
determining which training courses are appropriate for you at various phases of your career.
Leadership evaluations are critical to ensuring that the following persons improve their
leadership abilities and competencies:

 Functional Managers

An aspirant functional manager looking for management training courses to improve

his or her career must first complete a leadership assessment to choose the best
leadership development programme for him or her.

 Mid-career Business Leaders

A mid-career business leader choosing an executive development programme to

increase his or her value to the organisation requires a leadership evaluation to locate
the right training programme.

 Senior Executives & CEOs

A senior executive or CEO at the top of a company who is looking for methods to
propel the organisation ahead while also looking for possibilities and leading with
conviction and authority must first undergo a leadership evaluation.

 People Seeking Development Of Leadership Skills

 People who want to build strategic leadership abilities to address specific concerns,
such as corporate development strategy or sustainability, must first complete a
leadership assessment.

4. Leadership assessments can help in improving the leadership

development plan

As part of a leadership development strategy, leadership evaluation may play another vital
function for your business. It enables a corporation to assess the ability of business managers
at various levels to lead teams and projects.

Leadership evaluation assists human resource departments in identifying talent gaps and
determining who is qualified to fill senior general management roles when they become
available. With the baby-boom generation hitting retirement age, businesses require a sound
succession planning strategy to assure leadership continuity.

This entails determining the executive education required to guarantee that your firm has the
appropriate individuals with the correct training in place at the right time. With effective
leadership assessment, the process may get off to a good start. (The 4 genuine benefits of
Leadership Assessment, 2022)

The Role of Assessments in Leadership Development

 Identifying leadership potential

 Selecting candidates for leadership
 Developing strong leaders

Identifying Leadership Potential

To begin, leadership exams may be utilised to discover potential leaders. This is significant
since other sources (such as references or reviews) are mostly focused on performance.
Assessments give a layer of knowledge since they may assess an individual's skills rather
than current accomplishments. As a result, leadership evaluations may assist you in
identifying both your top potentials and your hidden abilities.

Selecting Candidates for Leadership Roles

Second, leadership assessments may be used to choose applicants for positions of leadership.
Most leadership exams examine certain abilities or leadership skill areas. Individual scores
can be used to indicate strengths and areas for improvement. This breakdown of leadership
qualities may also be utilised to determine who the best candidate for a specific position or
function may be.

Developing Strong Leaders

Finally, leadership assessments may be employed in the process of developing talent.

Assessments can be used to pinpoint particular areas for improvement. They can also be re-
administered on a regular basis to track development and improve. Having this material on
hand may be quite beneficial when building a case for leadership development (i.e.,
demonstrating the value or success of your programme to a board of directors or other
stakeholders). It may also be quite motivating for leaders to have their own progress and
development recorded in a regular and quantifiable manner. (2022)

5 Tips to Improve Quality Management Leadership

 Teach, train and coach employees - Employees can have a better grasp of what they
are doing and why they are doing it through learning and coaching on various
improvement tactics and other projects.
 Equip employees with the needed resources and freedom to strive for duty and
accountability - The entire organisation may be involved in enhancing quality across
the board with a well-developed variety of tactics that incorporate all levels inside the
organisation, as well as resources that enable employees to accomplish the
organization's goals.
 Develop trust and eradicate fear - A good business relies on excellent leadership to
fully accept across internal and external settings, eliminating the need to use fear as a
motivator.
  Foster open and honest communication - Communication is required for all levels
of the organisation to collaborate in order to execute improvement plans, and the
responsibility of the leader is to encourage open communication from all employees.
 Develop challenging objectives and targets - Leaders may support consistent
growth and development across the organisation by constantly upgrading the
standards of objectives within each department through goal setting. (2022)

Conclusion

To conclude, leadership is critical in creating a culture of safety in an organisation. When

safety leaders display a strong commitment to safety, show positive examples of safety, and
encourage people, an organization's safety atmosphere may be accomplished. As a result,
continuing the efforts of safety leadership over a continuous period of time can result in a
beneficial influence on the safety culture, encouraging employees to value safety and leading
to a positive effect on the safety culture. Simultaneously, leadership must examine techniques
that enhance safety by utilising measurable components like as communication, employee
empowerment, workforce well-being, employee engagement, supervision, and workload in
order to achieve an incident-free workplace. Finally, it is commonly understood that leaders
may wield power over employees while also distinguishing the workers from others if they
show exceptional leadership skills.
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