Leadership proactive

Industrial scientists, therefore, hold a very high public trust. There is a need to go beyond the requirements of scientific canons and demonstrate to the lay public that its trust has been upheld. A number of industrial firms have recognized and responded to this need. Wilder, of Eastman Chemical, for example, describes a proactive pollution prevention policy developed in partnership with the Environmental Protection Agency.112 This work describes the key role of analytics in helping chemical manufacturers take leadership roles in redesigning processes for waste prevention. Since the analytical laboratory is a principal referee in the production process, there is always a risk that time pressures will tempt some members of the production team to "work the referee". An important function of the chain of command of the analytical laboratory, therefore, is establishing a clear operational policy to ensure that any such pressure does not reach the bench level ... 

In their introduction to the book Transforming Leadership (1986), John Adams and Sabina Spencer have argued that a manager has to be adept in each style. Both reactivity and proactivity are needed for effective managing ... 

The top right hand cell in Figure 3.1, leadership through innovation , represents what is probably most usually regsu -ded as leadership the proactive, creative initiation of change. 

Proactive adopters (top left-hand cell) exercise leadership in their implementation of other people s ideas. They are the people who can see the value in the germ of an idea, take it on board and work with it as if it were their own, give it form, develop and extend it, and lead it to an outcome that the originator may never have dreamed of. 

We have to be readily accessible, both in terms of space and time. We have to leave pharmacy offices and go to the patient and the healthcare team. We must clearly and firmly lead all those activities related to drugs because this is the knowledge field of our profession. Leadership has a lot to do with effectively communicating to influence others actions, attitudes, beliefs, and so on. Pharmacy services must relocate themselves strategically as proactive agents in the healthcare team. 

Bass and Avolio (1994) propose an integrative framework that includes transformational, transactional, and nontransactional leadership. According to Bass and AvoUo s fuU range leadership model, leadership behaviors form a continuum in terms of activity and effectiveness. Transformational leadership behaviors are at the higher end of the range and are described as more active-proactive and effective than either transactional or nontransactional leadership. Transformational leadership includes four components. 

Thus, according to the full range leadership model, every leader displays each style to some degree. Three-dimensional optimal and suboptimal profiles are shown in Figure 3. The depth frequency dimension represents how often a leader displays a style of leadership. The horizontal active imension represents the assumptions of the model according to which the laissez-faire style is the most passive style, whereas transactional leadership incorporates more active styles and transformational leadership is proactive. The vertical effectiveness dimension is based on empirical results that... 

Environment, health, and safety Maintenance must provide proactive leadership and support to the organization s regulatory compliance actions. 

Hunt et al. (1993) reach similar conclusions. In their survey, active safety leadership, safety diligence, proactive RTW program, and safety training proxy some of the same dimensions that we have included under Management Safety Culture. In their study, they also find that these are effective mechanisms through which to promote health and safety, and their empirical data suggest that there is also a relative abundance of variation in these practices across their sample of relatively large firms (Hunt et al. 1993, Table 4.2). 

In the next chapter on safety program leadership, I will cover the value of using an employee-based safety team. Later, in Chapter 11 on metrics, I will review team-based safety metrics that can be used to encourage proactive safety first thinking and awareness. Teamwork works. 

World-class safety is dependent on engaging the workforce is proactive workplace safety improvement. No one person can guarantee a safe workplace. A distributed approach to safety leadership, using a formal, team-based structure, will be covered in this chapter. Developing a safety team of passionate about safety people provides both current safety leadership and a path for the development of future business leaders. 

All these functions entail the managanent of anployees, materials, machinery, the environment, and processes. These four basic functions of safety management, if integrated into a manager s normal functions, could provide for better management, leadership, and involvement in the safety program and its elements. A positive safety culture can only be obtained by positive proactive leadership. 

A positive safety culture requires strong, dynamic, and proactive management leadership. Poor or weak management cannot manage a good safety culture and is often the reason for a poor cnltnre despite the blame put on employees for this. 

Once a formal safety system is in place, managers are clear on their safety role and responsibilities. They are participants in safety that is facilitated by them being a member of the safety leadership team committee or other safety committee on their level. Their job descriptions also contain their safety dnties, actions, and functions. Often performance ratings are linked to key performance areas that are proactive safety activities, such as scoring 90% or more on monthly honsekeeping inspections, achieving an internal safety audit score of 85%, etc. 

The only question is whether the effort will be proactive or reactive. Proactive efforts are led by the enlightened leadership of safety, engineering, and management communities reactive efforts are pushed by accidents, litigation, and overseas competition. 

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