This paper describes the role of leadership in forming and maintaining a culture.1 Challenges in leading a safety culture change may include influencing middle managers and supervisors to empower employees to convert a negative culture to one where there is trust and open communication. These types of deep cultural changes require clear, strong leadership from all levels of the organization.
We will define leadership and examine its role within the context of culture change. We recognize that every organizational member is a potential safety leader; however, experience also indicates that failure to get management and supervisor support can destroy a culture change effort.
We will also explain the use of practical tools and concepts aimed at managers and safety professionals, but they may be used by anyone in a safety leadership position. They have helped many leaders gain and maintain the momentum to support a culture change. These include:
Evaluating your leadership skills through the Safety Culture Leadership Inventory (SCLI)
Examining the leader's assumptions about the organization's values and directions
Becoming aware of the five major mechanisms used by leaders to shape culture
And selecting a leadership style.
In 1985, Warren G. Bennis and Burt Manus found 350 definitions of leadership generated over a In 30 year period. They found agreement that a leader's role is to:
set direction,
convince people that it is the right direction, and
inspire and motivate people to move in that direction. 2 They emphasized, however, that there is no single right way to fulfill that role.
Leadership styles range from charismatic and forceful to a behind-the-scenes style with a leader who coaches, facilitates and accomplishes goals through the action of others.
Another common point of discussion is that leadership and management are not identical. Edgar Schein (1991) makes the distinction: "Leadership is the management of culture; management is administration within a culture." J. Kotter3 (1990) defines the roles from a different perspective. He says managers coordinate and facilitate the daily business operations. They make sure the work gets done. Leadership unites leaders and team members in achieving common goals. Leaders develop vision, turning visions into workable programs and communicate programs in a manner that generates excitement and commitment. Leaders create an environment of problemsolving and learning and make sure that desired results are achieved.
The relationship between the dynamics of leadership and culture is researched and documented in Edgar Schein's, Organizational Culture and Leadership. Schein goes so far as to say, "Without leadership, groups would not be able to adapt to changing environmental conditions."4 When leaders understand culture they can use it or surmount it. If leaders do not understand culture, it will manage them.
