The SPE has split the former "Management & Information" technical discipline into two new technical discplines:
- Management
- Data Science & Engineering Analytics
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Abstract The EIA 2015 Annual Energy Outlook predicts great uncertainty in crude oil prices over the next 25 years; estimates range from $76/bbl to $252/bbl by the year 2040. Rapidly advancing technology is creating new opportunities and risks for the industry, ranging from automation to cybersecurity and more. Additionally, nearly 50% of the industry's employee base is anticipated to retire in the next 5-10 years. Of the 76 million baby boomers retiring over that time period, only 46 million younger professionals are predicted to be available to fill the gap. In light of these trends, how will the next generation of energy and drilling professionals prepare to lead when they are inevitably thrust into such an uncertain environment? Clearly, such uncertainty will demand adaptive, agile leaders with broad experience and diverse backgrounds. However, gaining that experience is a protracted process; a balance must be struck between providing opportunities for young professionals to develop as leaders while also managing the inherent business risk. One well established solution to mitigating this problem is to encourage aspiring leaders to seek such opportunities outside the office in volunteer and nonprofit roles. However, while often cited, such vague instructions can leave these aspiring leaders in the dark about how to apply this experience to leadership within the industry. In this paper, young industry and nonprofit leaders recount their experience partnering in local projects with a global impact, and how a rigorous approach to developing such partnerships and initiatives provides an ideal platform for future industry leaders. Results are detailed of how these partnerships directly address critical industry needs such as fostering an entrepreneurial culture, developing new technology, and promoting cross-cultural business exchanges. Parallels are drawn between this collaborative leadership experience outside the industry and its relation to solving key challenges faced within the industry. While corporate career planning and leadership development programs typically value community service and nonprofit work, it is frequently a simple check-box in a list of desirable career growth categories. This studygoes one step furtherby detailing a structured approach to create collaborative relationships between industry and nonprofits that will help forge tomorrow's petrotechnical professionals, and ultimately build a more sustainable ecosystem for the energy industry in a high-tech, globalized world.
bradbury & lichtenstein, community organization, future industry leader, future leader, industry leader, innovation, leadership, leadership experience, lichtenstein, personnel competence, Petroleum Engineer, petrotechnical leadership, pricewaterhousecooper, Schlumberger, uhl-bien, Upstream Oil & Gas, US government, volunteer activity, volunteer leadership, young leader, young professional
Country:
- North America > United States > Texas > Harris County > Houston (0.28)
- North America > United States > New York (0.28)
Genre:
- Research Report (0.68)
- Overview > Innovation (0.34)
Industry:
- Energy > Oil & Gas > Upstream (1.00)
- Government > Regional Government > North America Government > United States Government (0.54)
SPE Disciplines:
Leadership programs abound. Most suggest that leaders possess certain special qualities---if a person could only learn the "secrets of leadership," s/he, too, could become a great leader. Some organizations conduct personality tests to determine who has the right stuff to be the next great leader. However, new research shows that the traditional charismatic or "great man" leadership model is only half the equation (Haslam, 2011). What about the followers? One cannot lead without them. Companies can strive for zero harm, but only if workers support it. Leaders can only be effective if those workers perceive leaders as team players who are looking out for their common good. The leader-centric view of leadership is flawed. Put simply, leadership is a "we" thing, not an "I" thing.
common goal, consumer health, Drennan, february 2012, first-line supervisor part, haslam, Health & Medicine, leadership, leadership skill, leadership style, New York, personnel competence, positive recognition, productivity, recognition, richey, skills-based leadership, Supervisor, US government, verbal praise
Industry:
SPE Disciplines:
Abstract This paper is dedicated to enhancing Organizational Health and Adaptability by finding a suitable leadership model for service companies in the oil & gas industry in the Arabian Gulf. This becomes a more challenging task if you are dealing with multicultural teams. The author relied on literature review to define the variables that can be correlated with or impact the choice of leadership styles. Variables such as the culture of the team, the characteristics of the leader, Industrial or occupational constraints. All these variables were considered & studied. A field research was also conducted to stand on the views of both the field personnel & management and test their perceptions regarding the subject matter. A quantitative approach relied on a questionnaire that was used as the base for testing field team's perception. And a qualitative approach relied on one to one interviews with members in management in leading positions to stand on the applicability of leadership models and the constraints involved. Three main leadership models were tested. Transactional, where leadership style is more authoritarian and relies on close supervision, strict organizational procedures, and is performance oriented through rewards & punishment. Transformational, where leadership style is based on a certain vision, and is more into inspiring a committed team to be creative, identify the aspects that require change, and execute plans as a team to march towards that particular vision. Laissez-Faire, where leadership style is more into delegating the leaders’ authority to the team who are given complete freedom to take decisions in order to achieve objectives, while the leader tries to provide the required resources and tools for his team. The results of the research recommend the Transactional model of leadership as the most appropriate style or model of leadership as both the qualitative and quantitative approaches recommend it. This research paper is believed to add value to the body of knowledge as it focuses on a specific sector of a specific industry in a specific region and guides its leaders towards being more effective in their roles in order to achieve better results.
Applicability, Arabian Gulf, category, communication, constraint, ezproxy, leadership, leadership model, leadership preference, leadership style, multicultural team, nassef 2013, nationality, oil & gas industry, participant, project management, questionnaire, strategic planning and management, Supervisor, target industry, transactional leadership style, transformational leadership, Upstream Oil & Gas
Country:
- North America > United States (0.68)
- Asia > Middle East (0.46)
Genre:
- Questionnaire & Opinion Survey (0.94)
- Research Report > New Finding (0.48)
SPE Disciplines:
The Problem Too often, many of the problems that exist within a safety culture stem from the lack of effective leadership. Many first line supervisors, department heads and even some plant managers, lack the training and skills to effectively lead employees to accomplish what is necessary for achieving and sustaining a "world class safety culture". This article is about my view of safety leadership, in particular at the plant level and what can be done to improve it. I will also include some real life examples of poor leadership behaviors. It's so easy to be a critic but, my reason for choosing this topic is not to criticize but to bring into the open something that I have a deep concern with and would like to see improved. It is the continued deterioration of good leadership skills within the safety arena. I have been intimately involved with many different safety cultures over the last 25 years and have repeatedly witnessed poor leadership behaviors and decisions which have caused and continue to cause accidents, injuries and de-motivated employees. I believe there are four fundamental reasons for this deficiency that are directly related to leadership: the lack of vision, the lack of accountability, the lack of trust and improper measurement. People get promoted usually for demonstrating good work habits and other good traits, but unfortunately oftentimes do not posses or develop the needed skills to lead their employees to achieve a more desirable safety culture. Many supervisors and managers do not have a good understanding of why employees take risks, take shortcuts, commit unsafe acts and develop undesired habits. They also don't know how to motivate these employees to change their behavior. They tend to rely on outdated ideas and ineffective skills that on occasion, and for a short period of time, provide the results they seek so they don't see a need for change and they continue to do what they do and ultimately, nothing changes. Why Is It a Problem? There are four major challenges that interfere with incorporating solid leadership skills within many company cultures. Most everyone in a management position today face various competing priorities for making quality decisions, have too many issues competing for their time, believe in and accept without challenge many similar and universally accepted false assumptions, and do not receive effective leadership training. The challenge of competing priorities takes management away from making the needed impact to advance their safety culture. One particular priority that competes with solid safety leadership is how high of a value the company places on production. Obviously high quality production is vital for every business, but production at the expense of safety is too often the case. Getting things out the door where "Production is King", can influence decisions due to the emphasis and consequences placed on "the numbers."
assumption, false assumption, information, injury, lacking, leadership, leadership skill, leadership tactic, leadership training, negative information, objective, operational safety, personnel competence, plant manager, poor leadership behavior, safety culture, Safety Leadership, Supervisor, time management
SPE Disciplines:
SPE will hold the inaugural session of its 3-day leadership development program for professionals in the exploration and production (E&P) industry--SPE Leadership Academy: Inspiring Your Path to Success--from 30 September to 2 October at The Address Hotel–Dubai Marina. The SPE Leadership Academy's second session, held during 2–4 December, will take place at SPE's Houston offices and training center. For many professionals in the early stage of their career, developing skills that will help them transition from an individual contributor role to a management or leadership role can be a difficult task. The technical skills that get employees jobs in E&P are often not enough to help them advance in their career. And not all E&P work settings offer such professionals the mentoring, training, and nontechnical skill development they seek.
SPE Disciplines: Management > Professionalism, Training, and Education > Personnel competence (1.00)
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