Safety Intelligence: An exploration of senior managers’ characteristics

L. S. Fruhen* (Corresponding Author), K. J. Mearns, R. Flin, B. Kirwan

*Corresponding author for this work

Research output: Contribution to journalArticle

15 Citations (Scopus)
3 Downloads (Pure)

Abstract

Senior managers can have a strong influence on organisational safety. But little is known about which of their personal attributes support their impact on safety. In this paper, we introduce the concept of ‘safety intelligence’ as related to senior managers’ ability to develop and enact safety policies and explore possible characteristics related to it in two studies. Study 1 (N = 76) involved direct reports to chief executive officers (CEOs) of European air traffic management (ATM) organisations, who completed a short questionnaire asking about characteristics and behaviours that are ideal for a CEO’s influence on safety. Study 2 involved senior ATM managers (N=9) in various positions in interviews concerning their day-to-day work on safety. Both studies indicated six attributes of senior managers as relevant for their safety intelligence, particularly, social competence and safety knowledge, followed by motivation, problem-solving, personality and interpersonal leadership skills. These results have recently been applied in guidance for safety management practices in a White Paper published by EUROCONTROL.
Original languageEnglish
Pages (from-to)967-975
Number of pages9
JournalApplied Ergonomics
Volume45
Issue number4
Early online date18 Dec 2013
DOIs
Publication statusPublished - Jul 2014

Fingerprint

Intelligence
intelligence
Managers
manager
Safety
air traffic
management
social competence
personality
Air
leadership
Safety Management
Aptitude
questionnaire
ability
interview
Personality
Motivation
Organizations
Interviews

Keywords

  • organisational safety
  • strategic management
  • air traffic management
  • organizational performance
  • upper echelons
  • top managers
  • job analysis
  • leadership
  • climate
  • culture
  • personality
  • skills
  • determinants

Cite this

Safety Intelligence : An exploration of senior managers’ characteristics. / Fruhen, L. S. (Corresponding Author); Mearns, K. J.; Flin, R. ; Kirwan, B. .

In: Applied Ergonomics, Vol. 45, No. 4, 07.2014, p. 967-975.

Research output: Contribution to journalArticle

Fruhen, L. S. ; Mearns, K. J. ; Flin, R. ; Kirwan, B. . / Safety Intelligence : An exploration of senior managers’ characteristics. In: Applied Ergonomics. 2014 ; Vol. 45, No. 4. pp. 967-975.
@article{2cc0e8f671e14d6f86c22e93e0bf330e,
title = "Safety Intelligence: An exploration of senior managers’ characteristics",
abstract = "Senior managers can have a strong influence on organisational safety. But little is known about which of their personal attributes support their impact on safety. In this paper, we introduce the concept of ‘safety intelligence’ as related to senior managers’ ability to develop and enact safety policies and explore possible characteristics related to it in two studies. Study 1 (N = 76) involved direct reports to chief executive officers (CEOs) of European air traffic management (ATM) organisations, who completed a short questionnaire asking about characteristics and behaviours that are ideal for a CEO’s influence on safety. Study 2 involved senior ATM managers (N=9) in various positions in interviews concerning their day-to-day work on safety. Both studies indicated six attributes of senior managers as relevant for their safety intelligence, particularly, social competence and safety knowledge, followed by motivation, problem-solving, personality and interpersonal leadership skills. These results have recently been applied in guidance for safety management practices in a White Paper published by EUROCONTROL.",
keywords = "organisational safety, strategic management, air traffic management, organizational performance, upper echelons, top managers, job analysis, leadership, climate, culture, personality, skills, determinants",
author = "Fruhen, {L. S.} and Mearns, {K. J.} and R. Flin and B. Kirwan",
year = "2014",
month = "7",
doi = "10.1016/j.apergo.2013.11.012",
language = "English",
volume = "45",
pages = "967--975",
journal = "Applied Ergonomics",
issn = "0003-6870",
publisher = "Elsevier Limited",
number = "4",

}

TY - JOUR

T1 - Safety Intelligence

T2 - An exploration of senior managers’ characteristics

AU - Fruhen, L. S.

AU - Mearns, K. J.

AU - Flin, R.

AU - Kirwan, B.

PY - 2014/7

Y1 - 2014/7

N2 - Senior managers can have a strong influence on organisational safety. But little is known about which of their personal attributes support their impact on safety. In this paper, we introduce the concept of ‘safety intelligence’ as related to senior managers’ ability to develop and enact safety policies and explore possible characteristics related to it in two studies. Study 1 (N = 76) involved direct reports to chief executive officers (CEOs) of European air traffic management (ATM) organisations, who completed a short questionnaire asking about characteristics and behaviours that are ideal for a CEO’s influence on safety. Study 2 involved senior ATM managers (N=9) in various positions in interviews concerning their day-to-day work on safety. Both studies indicated six attributes of senior managers as relevant for their safety intelligence, particularly, social competence and safety knowledge, followed by motivation, problem-solving, personality and interpersonal leadership skills. These results have recently been applied in guidance for safety management practices in a White Paper published by EUROCONTROL.

AB - Senior managers can have a strong influence on organisational safety. But little is known about which of their personal attributes support their impact on safety. In this paper, we introduce the concept of ‘safety intelligence’ as related to senior managers’ ability to develop and enact safety policies and explore possible characteristics related to it in two studies. Study 1 (N = 76) involved direct reports to chief executive officers (CEOs) of European air traffic management (ATM) organisations, who completed a short questionnaire asking about characteristics and behaviours that are ideal for a CEO’s influence on safety. Study 2 involved senior ATM managers (N=9) in various positions in interviews concerning their day-to-day work on safety. Both studies indicated six attributes of senior managers as relevant for their safety intelligence, particularly, social competence and safety knowledge, followed by motivation, problem-solving, personality and interpersonal leadership skills. These results have recently been applied in guidance for safety management practices in a White Paper published by EUROCONTROL.

KW - organisational safety

KW - strategic management

KW - air traffic management

KW - organizational performance

KW - upper echelons

KW - top managers

KW - job analysis

KW - leadership

KW - climate

KW - culture

KW - personality

KW - skills

KW - determinants

U2 - 10.1016/j.apergo.2013.11.012

DO - 10.1016/j.apergo.2013.11.012

M3 - Article

VL - 45

SP - 967

EP - 975

JO - Applied Ergonomics

JF - Applied Ergonomics

SN - 0003-6870

IS - 4

ER -