ABSTRACT
Behaviourandorganizationalculturearearguablycausallylinked,and'culture'is traditionallyresistanttoconsistentandreliableunderstandingbybothorganization membersandoutsiders.Yet,organizationalcultureisalreadyrecognisedasafocus ofinterventionforanyprogrammetoeffectenduringorganizationalchange.This isespeciallyimportantwithregardstosafetycultureforthepassengerservices industry.Theprimarymeansthroughwhichsafetyvaluesarecommunicatedtobus driversisthroughtheirmanagers.Thispaperreportstheresultsofapilotstudy aimedatexploringtherelationshipbetweenseveralindividualconstructsthatmay impactonsafetycultureasafocusforafuturelarge-scalestudy.Itishypothesised thatthesefactorsmayimpactonleadershipstylesandthereforeaffectsafety culture.FourcasestudiesofmanagersandsupervisorsfromamajorUKpassenger servicescompany,Arriva,arepresentedhere.Theconstructsmeasuredand observedincluderelationalstyle(assessedusingMBTIprofiles,Myers,1962), emotionalintelligence(assessedusingWPQEI,Cameron,1999),self-knowledge (measuredusingGordon'sTwentyStatements,Gordon,1968)andvalue implementation.ResultssuggestthatthereisaninteractionbetweensomeEI subscalescoresandtherelationalstyle.Therelationalstyleappearstobeindicative oftheimplementationofpersonalworkvalues.Arguably,self-knowledgeisshown tobeanindicatorofemotionalintelligence.Supportfortheproposedrelationship betweentheexploredconstructssuggeststhatorganizationalcultureisadynamic entitythatisrelationalinnature,andthatthekeytoorganizationalbehaviourlies intheinterpersonalrelationshipsthatcontributetoorganizationaldynamics.
