e challenging situation of being constrained by top level policies and strategies, and translating these into specific tasks and targets that production teams are able to actualize into concrete solutions and outcomes that meet quality standards. Aside from these formal duties, the more diffuse responsibilities for maintaining good interpersonal relationships, worker motivation and inspiration, safety assurance and contingency response are likewise incumbent upon the middle manager and his subordinate staff. With these considerations in mind the question this research aims to answer is: “How may effective safety leadership be enhanced in the middle management level within the context of the construction industry?” In the course of this study, the desired conclusion is sought to be arrived at by focusing discussions on the following research questions: 1.1.1 What are the tasks expected to be accomplished by middle managers in the construction industry? 1.1.2 What competencies are expected to be possessed by middle managers in the construction industry? 1.1.3 What problems are encountered by construction middle managers in the course of accomplishing their duties? 1.1.4 What are the hazards and risks faced by middle managers and their work teams? 1.1.5 How are these hazards and risks avoided or eliminated? 1.1.6 In the event of accidents or similar incidents, how does management respond to mitigate their effects? 1.1.7 What are the concerns of middle managers in dealing with the following, and how do they address these concerns? 188.8.131.52 workers whom they are tasked to lead 184.108.40.206 higher management in the organization 220.127.116.11 their peers in the organization and in the industry in general 18.104.22.168 customers, suppliers, and people outside the organization The first...
Organizations wait upon the decisions of top leaders. Usually, the burden gets too heavy for these top leaders to handle hence they need to delegate to certain trusted people, usually, their immediate subordinates, who are likewise responsible for a team. These are normally middle managers. John Maxwell (2005) believes that “Leadership is a choice you make, not a place you sit. Anyone can choose to become a leader wherever he is. You can make a difference no matter where you are” (Maxwell, 2005, p.7). This means that leadership is not limited to one’s position in the organization. Middle managers may find it difficult to grasp this concept, having been used to receiving instructions from their supervisors. They usually feel they have no decision-making power, leadership and ability to make a difference. However, in terms of safety leadership, middle managers must know how to take charge, if they are to ensure the safety and security of the whole organization. This leads us to the statement of this paper’s problem as:
“How can middle managers be more effective in safety leadership?”
Aims and Objectives
This study aims to give light to the importance of leadership in organizations, especially, the role of middle managers. It aims to empower them to take their leadership role more seriously, since the whole organization depends on them. It discusses how safety is managed in organizations, including best safety practices.