LAUSR

The roles of all levels of management in influencing safety, particularly in a complex work environment, are crucial. Therefore, safety managers need to develop leadership competencies (i.e., effectiveness in terms of person-oriented behaviours) to reinforce their influencing capabilities through their safety responsibilities. However, practising leadership behaviours without considering how and when these behaviours should be executed is not enough. Therefore, this paper develops a personal leadership competency model by adopting the Systems Thinking approach. The model was developed by conducting exploratory factor analysis and confirmatory factor analysis of three behavioural leadership competencies (emotional, social and cognitive) selected to fulfil the holistic view of Systems Thinking. Data were collected via self-administered questionnaire surveys. A total of 180 valid responses were received from construction managers responsible for overseeing site safety. The statistical results revealed three factors belonging to emotional competency—achievement orientation and adaptability, positive outlook, and emotional self-control. Regarding social competency, four factors represented it—teamwork, organisational awareness, coach and mentor, and conflict management. Finally, cognitive competency was found to be formed by two factors—interaction recognition and pattern recognition. All nine identified factors should, in combination, help safety managers to achieve a better understanding of themselves, of others and of their worksite environments.