Transformational Leadership in Safety :: essays research papers

Running head TRANSFORMATIONAL LEADERSHIP AND SAFETYTransformational lead and SafetyTransformational Leadership and SafetyThe Postal Service in truncheon Rouge and cities around the nation has a poor reputation when it comes to guard and health of its employees. In an attempt to debunk this unjust accusation, Management and guile 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 befool the Occupational Safety and Health Administration (OSHA) in for an inspection and see to achieve the highest recommendation obtainable, the coveted STAR award. The plants 491 employees, supervisors and managers using transformational leadership, prepared for and finish this achievement in only 90 days.Transformational Leadership by description is the broadening and elevating of the awareness, acceptance and attitudes of the workforce beyond their personal interest for the inviolable of a group or company (Bass, 1990) Management, union officials, and craft employees performing as preventive 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 nevertheless is slow to reward these same employees for a job well done. The represent Manager at Baton Rouge, Joseph Tate a 42-year veteran of the service, decided that charisma, noetic 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 synthetic rubber program that was fashioned after that of Dow Chemical, 3-M and early(a) industry leaders. Employee involvement, as in every indu strial success, was the key. Employees selected their own gumshoe captains from the craft workers. Instead of the supervisors of each unit giving the same old boring condom talks, it was now the responsibility of the safety captains to present relevant safety information for each unit. Safety captains gathered information throughout the week, and used examples, tasks, tools and materials used within the unit for these talks. Weekly safety meetings became participative and raise from the onset. Monthly meetings attended by the safety captains, the plant manager, and the district safety manager proved extremely productive. Monthly safety contests with prizes, job safety analysis completed by the employees themselves, additional OSHA sanctioned training, and a safety information centers on the workroom floor were but a few of the ideas implemented.