1. Sound manager 2. High concern for both people and results 3. Leads to effective work relationships based on what’s right 4. Preferred model for successful fire officers 5. Democratic 6. Consultative approach 7. Use this style when planning a project or developing workplace 8. Can be used in low risk operations 9. Specialty teams may use it when faced with complex of unusual emergencies

Chapter 2 Me Flashcards by Ashley Lozano-rodriguez

The process by which a person influences others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives

Leadership

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What is kotter leadership process?

Establishing direction
Aligning people
Motivating and inspiring

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What is Peter Northouse’s leadership trait approach?

5 major leadership
1. Intelligence
2. Self-confidence
3. Determination
4. Integrity
5. Socialbility

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What is Peter Northouse’s leadership skills approach?

Identifies skills that can be developed
1. Technical
2. Human
3. Conceptual

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What is Peter Northouse’s leadership behavioral approach?

-Emphasizes what leaders do and how they act
-Two general kinds of behaviors
—Task behaviors: facilitate goal accomplishment
—Relationship behaviors: help followers feel comfortable

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Blake and Moutons managerial grid was developed when?
And how was it adopted by the fire service

Developed in 1960s for Exxon

Later applied by crew management of aircraft and aerospace

Adopted by the fire service as “crew management” to improve incident safety

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Grid theory assumes that every decision/ action is driven by?

people’s values, attitudes, and beliefs

A concern for people
A concern for result

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Impoverished management

The lowest level of concern for both results and people
Neutral
Least visible person on team
Often, the person seeks to work in isolation to carry on without being noticed
Relies heavily on instructions and process, avoiding personal responsibility
Problems ignored or overlooked
No solution “not my problem mentality”

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Authority compliance management

Controlling manager
Demonstrates a high concern for results but low concern for others
Usually highly trained, organized, experienced & qualified
Cannot be aware of others
Expects everyone else to keep up, often leaving others behind
Autocratic
** this type of leadership is required when the fire company is involved in a high risk emergency activity or when immediate corrective action is required (no time for discussion or experimentation)

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Country club management

Accommodating manager
Low concern for results, high concerns for people
Heighten awareness of personal feelings, goals, and ambitions of others
Approachable, fun, friendly, and ready to listen
Diametrically opposed to authority compliance manager

— Weakness of this style is the focus of the ensuing discussions. Avoids concrete issues

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Middle of the road manager

Status quo manager
Moderate level of concern for both people results
Objective is to play it safe and avoid risk
Emphasis on maintaining popular status
Intelligent and informed enough to get people settle
Depends on being well liked, staying well informed, and effectively convincing others that risks outweighs reward
Laissez-faire leadership: moves decision making from leadership to fire fighter
Effective when working with experienced fire fighters and handling routine duties

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Team management

Sound manager
High concern for both people and results
Leads to effective work relationships based on what’s right
Preferred model for successful fire officers
Democratic
Consultative approach
Use this style when planning a project or developing workplace
Can be used in low risk operations
Specialty teams may use it when faced with complex of unusual emergencies

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When leaders change the degree to which they are directive versus supportive based on changing needs of follows is?

Situational leadership

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What are the 4 distinct categories of directive and supportive situational leadership

a. S1 (high directive - low supportive) —directing
b. S2 (high directive - high supportive) —coaching
c. S3 (high supportive - low directive) — supporting
d. S4 (low supportive - low directive) — delegating

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Gives more attention to the charismatic and affective elements of leadership.
Concerned with emotions, values, ethics, standards, and long term goals.

Transformation leadership

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Intrapersonal perspective looks at leaders self-knowledge, self regulation, and self-concept. Developmental perspective looks at leadership as nurtured by the leader.

Authentic leadership

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Attentive to the concerns of their followers. Puts followers first, empower them, and help them develop.

Servant leadership

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Encourages people to adapt when confronted with problems, challenges, and changes.

Adaptive leadership

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A process whereby an individual accepts the influence of others to accomplish a common goal.

Followership

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The capacity of one party to influence another party

Power

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The target person believes that the agent has the right to make the request and the target person has the obligation to comply

Legitimate power

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The target person complies to obtain rewards believed to be controlled by the agent

Reward power

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The target person complies due to a belief that the agent has special knowledge

Expert power

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The target person complies due to admiration of or identification with the agent and seeks approval

Referent power

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The target person complies to avoid punishment believed to be controlled by the agent

Coercive power

Personal power includes _____ and ____ power, reflecting the effectiveness of the individual

-Expert: complies due to agent knowledge -Referent: complies due to admiration of or identification with the agent and seeks approval

Positional power, in contrast with personal power, is defined by the role an individual has within the organization and includes ____, ______, and _____ power

-Legitimate: agent has the right to make the decision -Reward: rewards believed to be controlled by agent -Coercive: complies to avoid punishment

Unlike expert power, ______ power is based on the target persons assessment of the agents ability to discover or obtain relevant information rapidly and efficiently, usually through cultivated network of sources

Informational power

Control over the physical environment, technology, or organization of work. The target person behavior is based on perception of opportunities and constraints

Ecological power

______ leadership is the strongest force for influencing performance and commitment

Effective leadership

A fire officer greatest challenge is?

Managing people

The process of having the right number of people in the right places at the right time who can accomplish a task efficiently and effectively

Human resources planning a. Forecasting future staffing needs to be b. Determining how those needs can be met

Includes all activities designed to maintain a rapport with the membership

Employee relations

The process of attracting, selecting, and maintaining an adequate supply of labor

Staffing Typically accomplished at the organizational level

Includes all activities to train and educate the employees

Human resources development -Heavily dependent on company level fire officer -Development begins when employees first arrive at the department

A formal document that outlines the basic reason for the organization’s existence and states how it sees itself

Mission statement

Allows subordinates to accomplish tasks they are capable of. Allows the subordinate to grow.

Delegation

A behavior approach to reduce human error in high-risk or high-consequence activities

Crew resource management Developed by NASA

Unsafe acts committed by people who are in direct contact with the situation or system

Active failures

Greatest opportunity to prevent errors

Avoidance

Action taken by emergency responders to minimize accident effects

Mitigating consequences

The process of questioning a situation that causes concern

Inquiry

The statement of opinion that recommends what the person believes is the proper course of action under a specific set of circumstances

Advocacy

The inquiry and advocacy process and the assertive statement are essential components of ?

The communication segment of CRM

What is the triangle of leadership?

1. Effective leadership 2. Trust and respect 3. Leadership skills

The informal authority to lead is derived through respect. True respect is based on ?

1. Personal competence: internal strengths, capabilities, and character 2. Technical competence: ability to perform tasks using specific knowledge 3. Social competence: a persons ability to interact effectively with others

Dividing responsibilities to accomplish them effectively

Task allocation

What are the 2 decision making models

1. Recognition-primed: describes how commanders recognize a plausible plan of action 2. Naturalistic: describes how commanders make decisions in their natural environment

The ongoing assessment of what is going on around you in a dynamic and complex environment

Situational awareness

John cotter describes the leadership process as producing movement through 3 subprocesses

1. Establishing direction 2. Aligning people 3. Providing motivation and inspiration

Management tends to look at? Leaders look at?

Management tends to look at short time frames Leaders look at longer time frames

The grid theory of management assumes that every decision made and every action taken in the workplace is driven by people’s?

Value Attitudes Beliefs

Managing fire fighters requires?

Physical Financial Human and time resources

James reason identified 2 precursors to holes appearing in the layers of defense, what are they?

1. Active failures 2. Latent conditions

CRM is an error management model that includes 3 activities..

Avoidance Entrapment Mitigating consequences

The 6 point CRM model serves the fire service well.. what are they?

1. Communication skills 2. Teamwork 3. Task allocation 4. Critical decision making 5. Situational awareness 6. Post incident analysis

Task overload occurs when?

When the fire officer exceeds his or her capacity to manage the various simultaneous functions and responsibilities

The loss of situational awareness is frequently the first link in the chain of errors that leads to?

Calamity (A great misfortune or disaster)

What are the four components central to leadership concept

1. Leadership is a process 2. Leadership involves influence 3. Leadership occurs in groups 4. Leadership involves common goals

Bill George has identified 5 dimensions of authentic leaders

1. Purpose 2. Values 3. Relationship 4. Self-discipline 5. Heart

Servant leadership has been a focused interest of the IAFC for?

Fire officer development

Robert Greenleaf initiated the concept of servant leaders in 1970. Greenleaf said listening is the _____ skill of the servant leader

Premier

Adaptive leadership is a complex process that includes ?

-Situational challenges -Leader behavior -Adaptive work

The concept of management emerged from the?

Industrial Revolution

The staffing function is typically accomplished at what level?

The organizational level

_______ is the successful transfer and understanding of a thought from one person to another

Communication

What occurs when the officer exceeds his or her capacity to manage all of the simultaneous functions and responsibilities

Task overload Safety is compromised with task overload

The first step in the CRM task allocation phase is?

Knowing one’s own limit and the capacity of the team

Fire officers fall into 3 categories when it comes to multitasking ability.

1. Some officers are reluctant to admit that they are always overwhelmed and believe they become more effective as the situation becomes more hectic 2. Officers become overwhelmed before the full complexity of the event is even recognized 3. Leaders effectively assess the incident, call for additional resources early, and manages to stay ahead of the incident and balance the span of control

Northhouse 5 major leadership traits

1. Intelligence 2. Self confidence 3. Determination 4. Integrity 5. Sociability

Can translate into error-provoking conditions within the local work place Can create long-lasting holes or weaknesses in the defenses

Latent condition

Skills approach Technical, human, conceptual chart

Senior Chief -technical low -human & conceptual high Captains, battalion/district chief -all 3 high Lieutenants, crew chiefs -technical & human high -conceptual low

During a post incident analysis, who should help the participants differentiate between problems that occurred because procedures were not followed and areas where procedures should have been followed

The the officer acting as moderator

Seasoned incident commanders know what taking an extra _____ to absorb and process as much information as possible often results in better and more confident decisions

30-60 seconds

Maintaining situational awareness requires

Continual evaluation of the effectiveness of decisions. Having a plan B or plan C ready to implement if necessary

An event or message that has more than one potential meaning

Ambiguity

Tunnel vision

Fixation

More things are happening then one person can process

Overload

Indications and observations that are in conflict with expectations.

Unresolved discrepancy

What is one of the common human behavior factors that leads to a loss of situational awareness

Tendency to ignore information that is out of context

Which approach of leadership focuses on the personality characteristics of the leader

Behavior

Management that avoids concrete issues. Weakness is the focus of the ensuing discussion

County club

Management that moves the decision making from officer to the firefighter

Middle of the road