|M.Sc Student||Polachek Tal|
|Subject||Leadership Development: Feedback Based on Daily|
Conversations between Managers and Employees to
Improve Leadership and Safety at the
|Department||Department of Industrial Engineering and Management||Supervisor||Professor Emeritus Dov Zohar|
|Full Thesis text - in Hebrew|
In this research we seek to intervene in the organization and improve the leadership of the managers, along with the safety practices of the workers, through the use of leadership development. This intervention will be accomplished through the practice of personalized feedback to managers. Thus, managers will actually receive two rounds of personalized feedback, in between which will be a long enough time to allow for internalizing, assimilating, and improving their leadership. Preparing the two rounds of personalized feedback will enable the manager to identify trends that need to be improved, and define future goals. Those feedbacks will be based on several sources: the manager himself, and his workers. This practice acts as a platform for efficient personalized learning that relates to how they function, and define components of their leadership that need to be improved and/or maintained. The feedback, similar to past research, will be based on informal conversations that are conveyed in the course of daily discussions between managers and their workers. Hence, in an effort to expand the theory and practice, these conversations will serve us also for improving manager leadership, in addition to improving safety behavior, which has been accomplished by researchers in the past.
Thus, the present research seeks: to improve the leadership of the managers, along with the safety behavior of the workers. Additionally, we seek to renew and expand the theoretical knowledge and application in relation to using informal conversations for developing leadership and personal interaction between managers and workers. Similarly, we would like to expand the scope of the potential effectiveness of personalized feedback in the development and promotion of the managers’ behavior.
The results demonstrate that the intervention program that included two rounds of personalized feedback to managers influenced and effectively changed the daily conversations conveyed by the managers to their workers throughout the workday. In effect, there was an improvement in the leadership of the managers and the safety behaviors of the workers at the end of the intervention.
The results of the research develop and expand the influence of informal daily conversations that are expressed in the conversations between managers and workers. These results suggest an effective instrument in research and application, for leadership development, and support earlier findings in behavioral change that seeps down from the managers to the workers. Similarly, the findings support the effectiveness of personalized feedback based on multiple sources.