(41p) Leadership Archetypes: Why Do Some Leaders Influence Process Safety Culture More Than Others?

In a world that becomes, with each passing day, a more difficult puzzle to piece together—a living puzzle with new pieces and edges constantly emerging—that seldom allows us to step back and appreciate a clear and complete picture of what happens daily, the concept of leadership is challenging to address in all its complexity. To make any progress, even partially, we need to isolate conclusions, disassemble them, and then reconnect them into a more coherent whole. The facets of human behavior involved in the nature of leadership are so numerous that it is unlikely they can all be addressed and interconnected with the necessary depth and rigor simultaneously.

However, if we narrow our focus and concentrate on the keys to leadership in process safety and cultural transformation for risk management, we can separate the essential from the accessory.

What do we consider essential for this work? The way different segments of leadership can drive process safety according to the sense of vulnerability they develop throughout the various stages of their career. As people transform, we assume different roles and leadership styles associated with our life experiences and the culture to which we belong.

In this paper, we approach, from a philosophical perspective and adapted from the vision of psychiatrist Carl Gustav Jung's archetypes, the different stages of leadership maturity as they progress in their organizational career, and how in that journey, they assimilate the cultural dimension of "Maintain a Sense of Vulnerability," which allows for decision-making based on risk and, consequently, the construction of robust cultures.