Developing a Personal Leadership Competency Model for Safety Managers: A Systems Thinking Approach

Article


Alidrisi, Hassan M. and Mohamed, Sherif. 2022. "Developing a Personal Leadership Competency Model for Safety Managers: A Systems Thinking Approach ." International Journal of Environmental Research and Public Health. 19 (4). https://doi.org/10.3390/ijerph19042197
Article Title

Developing a Personal Leadership Competency Model for Safety Managers: A Systems Thinking Approach

ERA Journal ID44293
Article CategoryArticle
AuthorsAlidrisi, Hassan M. and Mohamed, Sherif
Journal TitleInternational Journal of Environmental Research and Public Health
Journal Citation19 (4)
Article Number2197
Number of Pages21
YearFeb 2022
PublisherMDPI AG
Place of PublicationSwitzerland
ISSN1660-4601
1661-7827
Digital Object Identifier (DOI)https://doi.org/10.3390/ijerph19042197
Web Address (URL)https://www.mdpi.com/1660-4601/19/4/2197
Abstract

The roles of all levels of management in influencing safety, particularly in a complex work environment, are crucial. Therefore, safety managers need to develop leadership competencies (i.e., effectiveness in terms of person-oriented behaviours) to reinforce their influencing capabilities through their safety responsibilities. However, practising leadership behaviours without considering how and when these behaviours should be executed is not enough. Therefore, this paper develops a personal leadership competency model by adopting the Systems Thinking approach. The model was developed by conducting exploratory factor analysis and confirmatory factor analysis of three behavioural leadership competencies (emotional, social and cognitive) selected to fulfil the holistic view of Systems Thinking. Data were collected via self-administered questionnaire surveys. A total of 180 valid responses were received from construction managers responsible for overseeing site safety. The statistical results revealed three factors belonging to emotional competency—achievement orientation and adaptability, positive outlook, and emotional self-control. Regarding social competency, four factors represented it—teamwork, organisational awareness, coach and mentor, and conflict management. Finally, cognitive competency was found to be formed by two factors—interaction recognition and pattern recognition. All nine identified factors should, in combination, help safety managers to achieve a better understanding of themselves, of others and of their worksite environments.

Keywordssafety leadership behaviour; leadership model; leadership competencies; systems thinking; complex environment
Contains Sensitive ContentDoes not contain sensitive content
ANZSRC Field of Research 2020330205. Building organisational studies
Byline AffiliationsKing Abdulaziz University, Saudi Arabia
Griffith University
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