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Transformational Leadership in Safety. Running head: TRANSFORMATIONAL
LEADERSHIP AND SAFETY Transformational Leadership and Safety ...
... style for work involving serious safety risks such as ... A charismatic leadership style
can appear to be similar to a transformational leadership style, in ...
... Authentic transformational leadership provides a ... Stripped of all the basics such
as food, shelter and safety, some people are able to remain self-sacrificing ...
... basic, consisting of food, water and oxygen; followed by safety needs, belonging ...
I also believe that, to some degree, I practice transformational leadership too ...
... thus suggesting that emotional intelligence and transformational leadership are
conceptually ... in order of priority are: Physiological, Safety, Belonging, Self ...
Submitted by oppapers on July 31, 2003
Category: Business
Words: 724 | Pages: 3
Views: 357
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Running head: TRANSFORMATIONAL LEADERSHIP AND SAFETY
Transformational Leadership and Safety
Jesse R. Blount
Baker College
Transformational Leadership and Safety
The Postal Service in Baton Rouge and cities around the nation has a poor reputation when it comes to safety and health of its employees. In an attempt to debunk this unjust accusation, Management and craft employees alike set out to accomplish a task never before achieved by a postal facility with more than 20 employees. Many managers in the Southwest Area thought it suicide to invite the Occupational Safety and Health Administration (OSHA) in for an inspection and try to achieve the highest recommendation obtainable, the coveted “STAR” award. The plants 491 employees, supervisors and managers using transformational leadership, prepared for and accomplished this achievement in only 90 days.
Transformational Leadership by definition is the broadening and elevating of the awareness, acceptance and attitudes of the workforce beyond their personal interest for the good of a group or company (Bass, 1990) Management, union officials, and craft employees acting as safety captains, worked together to motivate the workforce to see a bigger picture. The first and most important task was building a relationship of trust.
The Postal Service is notorious for discipline of its employees when something goes wrong but is slow to reward these same employees for a job well done. The Plant Manager at Baton Rouge, Joseph Tate a 42-year veteran of the service, decided that charisma, intellectual stimulation and individualized consideration, as discussed by Sally A. Carless (1998) were necessary in achieving a cultural change. He believed that in order to achieve a STAR rating the employees would have to come onboard. With the blessings of the Louisiana District office, he instituted a new safety program that...
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