NEBOSH IDP IA7 – Summary

1. Types of Safety Leadership

• Meaning of Safety Leadership
  

  • the process of influencing the activities of an individual or a group in efforts toward goal achievement in a given situation

• Types of Safety Leadership
  

  • Transformational – is based on the assumption that people will follow a person who inspires them, and that the way to get things done is by generating enthusiasm and energy; consequently, the aim is to engage and convert the workforce to the vision of the leader

  • Transactional –  is based on the assumption that people are motivated by reward and punishment and social systems work best with a clear chain of command. 

  • Servant – is based on the assumption that leaders have a responsibility towards society and those who are disadvantaged, so the Servant Leader aims to serve others and help them to achieve and improve. 

  • Situational and contextual – Rather than promote a particular leadership style, Hersey and Blanchard recognize that tasks are different and each type of task requires a different leadership approach.

• Behavioral Attributes of an Effective Leader
  

  • Integrity.

  • Appreciation of corporate responsibility (the need to make profit is balanced with wider social and environmental responsibilities).

  • Being emotionally positive and detached.

  • Leading by example.

  • Supporting and backing people when they need it.

  • Treating everyone equally and on merit.

  • Being firm and clear in dealing with bad behavior.

  • Listening to and understanding people (“understanding” is different to “agreeing”).

  • Always taking responsibility and blame for mistakes and giving people credit for successes.

  • Being decisive and seen to make fair and balanced decisions.

  • Asking for views, but remaining neutral and objective.

  • Being honest but sensitive in delivering bad news or criticism.

  • Keeping promises.

  • Always accentuating the positive.

  • Involving people in thinking and especially in managing change.

2. Benefits of Effective Health and Safety Leadership

• Leadership As a Core Element of Effective Health and Safety Management

• Benefits of Effective Safety Leadership on Organisational Health and Safety Culture and Performance
  

  • Involves leaders at all levels in an organization understanding the range of health and safety risks and recognizing their importance.

  • can influence the achievement of a positive health and safety culture in an organization

  • good health, and safety performance.

• Link Between Effective Leadership and Employee Engagement
  

  • Employee consultation and involvement is an essential element of effective health and safety management and leaders play an essential role in promoting the participation and engagement of the workforce.

• Encouraging Positive Leadership for a Safe and Healthy Workplace
  

  • Both the safety practitioner and the organization have a role in encouraging effective health and safety leadership in order to achieve high standards of health and safety in the workplace.

• Corporate Social Responsibility
  

  • Voluntary actions that business can take, over and above compliance with minimum legal requirements, to address both its own competitive interests and the interests of the wider society.

3. Internal and External Influences

• Internal influences on the organization include:
  

  • Finance.

  • Production targets.

  • Trade unions.

  • Organizational goals and culture.

• External influences include:
  

  • Legislation.

  • Enforcement agencies.

  • Courts/tribunals.

  • Contracts/contractors/clients.

  • Trade unions.

  • Insurance companies.

  • Public opinion.

4. Types of Organisations

• Concept of the Organisation as a System
  

  • An organization is a group of persons who interact in order to achieve certain predetermined goals or objectives.

• Organizational Structures and Functions
  

  • Formal organization, the organization’s structure is based on relationships from the chief executive down. This hierarchical structure is represented by the company organization chart or organogram.

• Informal organization is represented by individual and group behavior and depends on the quality of personal
  

  • relationships.

• Organisational Goals and Those of the Individual: Potential Conflict
  

  • Conflict may arise as a result of individual goals not being consistent with those of the organization.

5. Third Party Control

• Third Parties
  

  • Contractors.

  • Agency workers.

  • Other employers (shared premises).

• Reasons for Ensuring Third Parties are Covered by Health and Safety Management Systems

• There are legal, moral and economic reasons for ensuring that third parties are covered by health and safety management
  

  • systems.

• Basic Duties Owed To and By Third Parties
  

  • Selection, Appointment and Control of Contractors

  • Responsibilities for Control of Risk Associated with Contractors on Site

  • Provision of Information Relating to Hazards/Risks to Third Parties

  • Review of Contractor Performance

• Selection, Appointment and Control of Contractors

• Responsibilities for Control of Risk Associated with Contractors on Site

• Provision of Information Relating to Hazards/Risks to Third Parties

• Review of Contractor Performance

6. Consultation with Workers

• Role of Consultation Within the Workplace

• Formal Consultation

• Informal Consultation

• Behavioural Aspects Associated with Consultation

• Role of the Health and Safety Practitioner in the Consultative Process

7. Health and Safety Culture and Climate

• Introduction

• Influence of Health and Safety Culture on Behaviour and the Effect of Peer Group Pressure and Norms

• Impact of Organisational Cultural Factors on Individual Behaviour

• Indicators of Culture

• Correlation Between Health and Safety Culture/Climate and Health and Safety Performance

• Measurement of the Health and Safety Culture and Climate

8. Factors Affecting Health and Safety Culture and Climate

• Promoting a Positive Health and Safety Culture

• Factors that May Promote a Negative Health and Safety Culture or Climate

• Effecting Cultural or Climate Change

• Problems and Pitfalls Relating to Change