(***) is a complex process by which a person influences others to accomplish a mission, task, or objective and drifts the organization in a way that makes it more cohesive and coherent
leadership
An alternative way to describe (*****) is the art of getting someone else to do what you want them to do, but they do it because they want to do it.
leadership
() tell people to accomplish a task or objective, whereas () make them want to achieve huh goals and objectives. Tour goal is to lead, not to be a boss.
Bosses
leaders
Leaders can be effective only to the extent that others will accept their leadership. Thiss lis some times described as (****)
followership
(****) is particularly important for a fire officer because subordinates are always aware of what the fire officer does. If the fire officer displays selective following of orders from the fire chief …the officer send a clear message to the company members.
followership
(*****) is an important character trait that will serve the fire officer we;ll in the future when dealing with others who have not followed the rules because they don’t seem fair.
followership
THree leadership styles ar traditionally identified as (), (), (****)
autocratic, democratic, and lassie fair
THe Iron hand approach is used when the fire officer needs to maintain high personal control of the group. THe fire officer is telling others what to do and is expecting immediate and complete adherence to the issued instructions (*******)
autocratic
(*****) when the fire company is involved in a high risk emergency activity …..
autocratic leadership
(*****) the fire officer need to take immediate corrective supervisory activity, such as during a “ control, neutralize, command” response to a confrontation.
autocratic leadership
(***) this consultive approach uses all of the ingenuity and resourcefulness of the group in determining how to meet an objective or complete a task.
democratic leadership
THe fire officer should use the (*****) style when planning a project or developing hthe daily work plan or the company
democratic leadership
Specialized and highly technical fire companies often use the (****) approach when faced with a complex or unusual emergency situation.
democratic
Ececutioin of the plan often involves an (*****) command style
autocratic
A goal of an effective fire officer is to push decision making to the (****)
lowest possible level
(*****) this free rein style moves the decision making from the fire officer to the individual firefighter.
lassie fair
THe fire officer depends on the firefighters good judgement and sense of responsibility to get thing done within basic guidelines.
lassie fair
THis is an effective leadership style when working with experienced fire fighters and when handling routine duties that pose little personal hazard.
lassie fair
THe best way to size up a comlicatred situation and to develop an incident action plan is to use the (****), using the knowledge and experience of all responders to develop the best approach.
democratic style
Ine the operation begins the fire officer needs to assume the (***) to ensure the safe execution of the plan.
autocratic role
(*****) is the capacity of one party to influence another party.
power
(*****). The target person believes that the agent has the right to make the request and the target person has the obligation to comply.
legitamite power
Under the incident command system the incident commander has the (*****) to reassign the ventilation sector.
legitamate power
(****) The target person complies in order to obtain rewards believed to be controlled by the agent.
Reward power
(****): The target person complies due to the belief that the agent has special knowledge.
Expert power
(***) THe target person complies due to the admiration or identification with the agent and seeks approval.
referent power
(****): THe target person complies in order to avoid punishment believed to be controlled by the agent.
coercive power
Professor Yukl at the University of Albanyy researches leadership, power and influence. He updated the taxonomy of power into two types (****)
personal and positional
(****) which include expert and referent , reflects the effectiveness of the individual.
personal power
(**) is defined by the role an individual has within the organization.
personal power
Legitimate, reward and coercive are three examples of (****)
personal power
(****) Control over information.
information power
Unlike expert power, (**) is based on the target person assessment of the agents ability to rapidly and efficiently discover or obtain relevant information, usually through a cultivated network of resources.
information power
(****) Control over the physical environment, technology, or organization of work.
Ecological power
The target persons behavior is based on perceptions of opportunities and constraints.
Ecological power
THe fire officer must be able to apply methods to inspire subordinates to achieve their maximum potential. Although each method has a slightly different focus, the overriding principles are:
Recognize individual diffrencers Use goals Ensure goals are perceived as attainable Individualize rewards. Check for system equality
Probably the bed known motivational theory is the (***)> THis theory suggest that behavior is a function of it consequences. To motivate employees to preform, the officer must provide reinforcers to encourage the employee to act in the desired manner.
reinforcement theory
(*****) must be immediately follow action in order to increase the probability that the desired behavior will occur.
reinforcement
There are four types of reinforcers
Positive reinforcement
negative reinforcement
extinction
punishment
((((*****) give a reward for good behavior.
positive reienforcement
(*****) Removing an undesirable consequence of good behavior
negative reienforcement
(*****) ignoring bad behavior
extinction
(****)
Punishing bad behavior
Whereas POSITIVE AND NEGATIVE reinforcement increase the likely hood of good behavior, Extinction and punishment (***) the likelihood of bad behavior
decrease
Extinction and punishment (*****) the likelihood of bad behavior.
decrease
Positive and negative reinforcement (****) the likelihood or good behavior
increase
Positive reinforcement must be (**)
sincere and deserved
(***) is often underutilized. THis involves removing the negative consequences of good performance.
negative reinforcement
(**) breaks the motivation process into two parts: () and (***)
hygiene factor
motivational factors
(*****) are conditions that are external to the individual, such as pay and work conditions.
hygiene factors
(***) are the individuals internally determine motivators, such as the desire for recognition, achievement, responsibility, and advancement.
motivational factors
(****) do not motivate individuals, but if the person is not satisfied with any of the external conditions, he or she will not be motivated.
Hygiene factors
Employees who are dissatisfied with (**) will not be motivated to achieve maximal performance for the company
external conditions
Another method of motivating fire fighters is by the use of (*****), which relies on the natural competitiveness of people. In the is theory the key to motivation is for the officer to set specific goals that will improve performance.
goal setting theory
(*****) THis motivational process suggest that employees evaluate the outcomes they receive for their inputs and compare them with outcomes others receive for their inputs.
Equity theory
(*****) range from pay and benifktits to recognition, achievement, and promotion.
outcomes
(**) include educational level, performance level. risks taken, and special skills.
INPUTS
THis theory explains why the fire chief is paid more than a fire fighter
equity theory
THis motivational theory is based on the premise that people act in a manner that they believe will lead to an outcome they value.
expectancy theory
According to expectancy theory, the fire officer must address three considerations in order to motivate the individual:
The mploees belief that he or she’s effort will achieve the goal.
THe employees belief that meeting the goal will lead to reward.
THe employees desire for the reward or the rewards value to the employee.
MOst fire officer leadership activity is directed toward accomplishing routine organizational goals and objectives in (*******) conditions
non emergency
The fire officer primary responsibility is to the (**)
team of fire fighters under his direct supervision.
For departments that have broad SOPs or none at all, the fire officer has two choices in assigning tasks: (**) or (*)
preassigning them
assigning them as need on the scene
A method of assigning tasks that allows for more participation in the process yet reduces the number of decisions the fire officer must make on scene is the (*******) in which the fire officer discuss with the crew various “routine” emergencies that they respond too.
broad standard operating proceedures
Dangerous situations develop suddenly during incident operations. A fire officer must use the (*****) leadership style when immediate action is required.
autocratic
Orders to evacuate a building and a fire fight may day are two critical events that require immediate (****) action
autocratic
One of the keys to consistent performance at emergency incidents is to (***) Every training activity and every response should be approached with the same degree of professionalism and strict adherence to standard operating procedures.
practice like you play
A MAYDAY requires a complex response from the company operating within the hot zone or burning structure. THe first obligation is to maintain (**) so that command can determine the may day location and situation. THe second obligation is to maintain company or sector ()
radio disciple
integrity
Wihout a specific requirement a radio report would include:
Identificcation of the company arriving at the scene
A breif description of the incident situation
Obvious conditions
Breif description of actions to be taken
Decleration of strategy to be used.
any obvious safer confers
Assumption identification and location of command
Request or release of resources as required
THe frist arriving officer provides leadership and direction to the responding units by implementing the (*****)
incident management plan
THe fire officer must demonstrate the ability to take control of the situation and provide specific direction to all of the units that are operating and arriving. THis requires mastery of the (****)
autocratic style of leadership
The fire officer works in a dynamic inviromant with changing conditions and evolving organizational needs. The environment is continually changing around basic leadership concepts. THe fire officer faces two challenges:
the fire station as a work location
the special challenges of leading a volunteer fire company
(**) and administrative actions reinforce the expectation that the fire station essentially a place of(**) subject to the same rules and expectations as any other workplace.
buisness
wearing a uniform alerts the fire fighters that a (**) is at hand
formal supervisory task
One way the fire officer can ensure that the fire fighters understand when he or she is performing an official supervisory task is to (****)
wear a formal uniform shirt.
THe fire officer should establish house rules. Two general rules for nonemergency activities are as follows:
- Do not compromise the ability of the fire co. to respond to emergencies in its district.
- Do not jeopardize the publics trust in the fire department.
The relationship between the fire officer and firefighters is more like that of a mom and pop family business than that of an municipal agency. (****) is the stingiest force that influences their performance and commitment to the organization.
effective leadership
Leadership requires the fire officer to provide (****)
purpose direction and motivation to fire fighters