Fire and Emergency Services Company Officer — Lesson 2

1. Fire and Emergency Services Company Officer — Lesson 2 Fire and Emergency Services Company Officer, 4th Edition Chapter 2 — Leadership

2. Learning Objectives 1. Match leadership terms to their definitions. 2. Recall information about the leadership trait theory. 3. Select facts about the behavioral theory of leadership. 4. Identify characteristics of various situational leadership theories. (Continued) Fire and Emergency Services Company Officer

3. Learning Objectives 5. Choose correct responses about the principle-centered leadership theory. 6. Match levels of leadership to their definitions. 7. Identify characteristics of the basic leadership, situational leadership, social-change, and alpha leadership models. (Continued) Fire and Emergency Services Company Officer

4. Learning Objectives 8. Select facts about developing leadership skills. 9. Select facts about leadership concepts. 10. Identify various types of power. 11. Identify personality attributes needed and steps to be taken to achieve command presence. Fire and Emergency Services Company Officer

5. Leadership Terms • Supervising — Act of directing, overseeing, or controlling the activities and behavior of employees who are assigned to a particular supervisor • Managing — Act of controlling, monitoring, or directing a project, program, situation, or organization through the use of authority, discipline, or persuasion (Continued) Fire and Emergency Services Company Officer

6. Leadership Terms • Leading — Act of controlling, directing, conducting, guiding, and administering through the use of personal behavior traits or personality characteristics that motivate employees to the successful completion of an organization's goals (Continued) Fire and Emergency Services Company Officer

7. Leadership Trait Theory • Although many have attempted to determine the specific character traits that make a person an effective leader, no single trait was found to be consistently present in all examples. Fire and Emergency Services Company Officer

8. Examples of Leadership Traits • Supervisory ability • Decisiveness • Intelligence • Self-assurance • Initiative • Desire for professional success • Integrity • Personal security • Sense of priority (Continued) Fire and Emergency Services Company Officer

9. Examples of Leadership Traits • Vision • Industriousness • Interpersonal skills • Empowerment • Innovation and creativity • Consistency • Preparedness • Living in the future Fire and Emergency Services Company Officer

10. Basic Leadership Style • Autocratic • Democratic • Laissez-faire Fire and Emergency Services Company Officer

11. Two-Dimensional Leadership Style Fire and Emergency Services Company Officer

12. Contingency Leadership Theory • Is based on the belief that there is no single best leadership style Fire and Emergency Services Company Officer

13. Contemporary Leadership Styles • Charismatic • Transformational • Transactional • Symbolic Fire and Emergency Services Company Officer

14. Theory X and Theory Y • Theory X leaders believe: • The average worker is lazy, dislikes work, and will avoid it whenever possible. • Because of their dislike of work, most workers must be coerced into performing adequately by threats of punishment. • The average worker prefers to be closely supervised and shuns responsibility because of a general lack of ambition. (Continued) Fire and Emergency Services Company Officer

15. Theory X and Theory Y • Theory Y leaders believe: • The average worker does not inherently dislike work – in fact, most workers feel work can be as natural as play or rest. • Workers will perform adequately with self-direction and self-control without coercion. • Workers will support organizational objectives if they associate those objectives with their personal goals. (Continued) Fire and Emergency Services Company Officer

16. Theory X and Theory Y • Theory Y leaders believe: • The average worker learns not only to accept responsibility but, in fact, also learns to seek responsibility. • Only a small part of the worker’s intelligence, ingenuity, and imagination is ever harnessed, but with proper leadership, workers will excel. (Continued) Fire and Emergency Services Company Officer

17. Theory X and Theory Y • Few leaders subscribe completely to either Theory X or Theory Y. Instead, a leader who is said to be a Theory X type probably leans more toward that direction, but still holds some Theory Y views as well. (Continued) Fire and Emergency Services Company Officer

18. Theory X and Theory Y • Generally, Theory X leaders are more concerned with production or the results of labor and believe that they must constantly push their workers to perform because workers are not self-motivated. (Continued) Fire and Emergency Services Company Officer

19. Theory X and Theory Y • Generally, Theory Y leaders are more concerned with people and believe that workers will be motivated to produce because it is human nature, unless they are stifled by management. Fire and Emergency Services Company Officer

20. Theory Z • Says that involved workers are the key to increased productivity and that each worker can perform autonomously (without supervision) because all workers are trustworthy (Continued) Fire and Emergency Services Company Officer

21. Theory Z • Basic concepts: • Leadership style that focuses on the people • Employees remaining with the company for life • Close relationship between work and social life • Workers’ goal to produce economic success nurtures togetherness • Participative approach to decision-making Fire and Emergency Services Company Officer

22. Leadership-Continuum Theory • Leaders that embrace empowerment understand that it is possible to move along a continuum from one extreme to another, using the most effective and efficient leadership style based on the specific situation. (Continued) Fire and Emergency Services Company Officer

23. Leadership-Continuum Theory • The list of leader actions begins from the autocratic end of the continuum and continues as follows: • Makes the decision and announces it without discussion or employee involvement (Tell) • Makes the decision and then sells it to employees based on why it is in the organization's best interest (Sell) (Continued) Fire and Emergency Services Company Officer

24. Leadership-Continuum Theory • The list of leader actions begins from the autocratic end of the continuum and continues as follows (continued): • Presents ideas to members and invites their questions (Consult) • Presents a tentative decision to members that is subject to change (Consult) (Continued) Fire and Emergency Services Company Officer

25. Leadership-Continuum Theory • The list of leader actions begins from the autocratic end of the continuum and continues as follows (continued): • Presents the problem to members, asks for suggestions, and then makes the decision based on the best recommendation (Consult) (Continued) Fire and Emergency Services Company Officer

26. Leadership-Continuum Theory • The list of leader actions begins from the autocratic end of the continuum and continues as follows (continued): • Defines limits on a decision and asks members to make the decision (Share) • Sets limitations and allows members to make all decisions (Share) Fire and Emergency Services Company Officer

27. Path-Goal Theory • This theory is based on employees’ perceptions of the unit’s goals and objectives. • The leader determines the best of four styles (depending on employees’ perceptions) to use in influencing members in the accomplishment of those goals. (Continued) Fire and Emergency Services Company Officer

28. Path-Goal Theory • Leadership styles • Directive • Supportive • Participative • Achievement-oriented (Continued) Fire and Emergency Services Company Officer

29. Results-Based Leadership Theory • Explains that leadership ability should not be judged by personal traits alone but by the results those traits have on the success of the organization • Says that effective leadership is the result of personal attributes multiplied by the results Fire and Emergency Services Company Officer

30. Principle-Centered Leadership Theory • Focuses on the use of basic values or principles to lead an organization • Suggests that there are certain core ethical values on which individuals base decisions and live their lives (Continued) Fire and Emergency Services Company Officer

31. Principle-Centered Leadership Theory • Focuses on value-driven leadership and proactively living one’s own life versus enduring a reactive life, always feeling controlled by another’s actions • States that the leader uses certain values to guide internal and external personal relations, make decisions, create policy, and determine success (Continued) Fire and Emergency Services Company Officer

32. Principle-Centered Leadership Theory • Leaders use certain values, including: • Integrity • Excellence • Respect for the individual • Harmony • Loyalty • Faith • Honesty • Courage Fire and Emergency Services Company Officer

33. Levels of Leadership • Level 1 leader — Highly capable individual: Makes productive contributions through talent, knowledge, skills, and good work habits • Level 2 leader — Contributing team member: Contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting (Continued) Fire and Emergency Services Company Officer

34. Levels of Leadership • Level 3 leader — Competent manager: Organizes people and resources toward the effective and efficient pursuit of predetermined objectives • Level 4 leader — Effective leader: Catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards (Continued) Fire and Emergency Services Company Officer

35. Levels of Leadership • Level 5 leader • Executive: Builds enduring greatness through a paradoxical blend of personal humility and professional willpower • Has characteristics that the others do not • Has strong personal character and humility and is focused on a vision of a goal • Is an example for fire officers to strive for Fire and Emergency Services Company Officer

36. Basic Leadership Model • Is based on the theory that divides leaders into three categories • Autocratic • Democratic • Laissez-faire • Places leadership on a continuum from one extreme (autocratic) to another (laissez-faire) (Continued) Fire and Emergency Services Company Officer

37. Basic Leadership Model • A company officer should be a balanced leader – one who approaches leadership from a moderate or centered point on the line • Balanced leadership fosters respect and trust. • The balanced leader leads by example. • Officers who strive to balance leadership will follow the continuum and use the three basic leadership theory categories at appropriate times. Fire and Emergency Services Company Officer

38. Situational Leadership Model • Depends on matching the leader’s style to the maturity of the members of the unit or subordinates • Maturity of employee is based on: • Ability to perform the task • Willingness to perform the task (Continued) Fire and Emergency Services Company Officer

39. Situational Leadership Model (Continued) Fire and Emergency Services Company Officer

40. Situational Leadership Model • Has four readiness levels based on the elements of maturity • Telling • Selling • Participating • Delegating Fire and Emergency Services Company Officer

41. Social-Change Model • Is a value-based model of leadership that places service at the core for social change • Goals: • Promote in individual self-knowledge and understanding of one’s interests, talents, and values • Increase leadership competence in order to cause positive cultural change in an institution, community, or society (Continued) Fire and Emergency Services Company Officer

42. Social-Change Model • Individual subdivision — Critical values: • Consciousness of self and others: Awareness of values, emotions, attitudes, and beliefs that motivate people to action • Congruence: Consistency of thoughts, feelings, and actions toward others • Commitment: Personal investment of time and energy for the duration of the project (Continued) Fire and Emergency Services Company Officer

43. Social-Change Model • Group subdivision — Critical values: • Common purpose: Shared goals and values defined by active participation of group members • Collaboration: Application of mutual trust as a means of empowering others and self • Controversy with civility: Acknowledgement that group members will inevitably hold different views and differences must be addressed in a civil values-based, respectful manner (Continued) Fire and Emergency Services Company Officer

44. Social-Change Model • Community/society subdivision — Critical value: Citizenship: Acknowledgement that the members of the group have both individual rights and responsibilities to the community Fire and Emergency Services Company Officer

45. Alpha Leadership Model • Is based on the concept that the leader involves followers in the process of accomplishing a goal within the limits of the system • Is a relationship between four elements: leader, followers, system, and goal (Continued) Fire and Emergency Services Company Officer

46. Alpha Leadership Model • Alpha leaders must be aware of larger system and goals by applying one of core skills: • Anticipating • Aligning • Acting Fire and Emergency Services Company Officer

47. Developing Leadership Skills • Create a list of accepted leadership traits, which becomes the criteria or benchmark standard that is compared to the individual • Perform an anonymous survey of the company officer’s subordinates, peers, and superiors in a 360-degree feedback evaluation that includes objective responses to questions about the officer’s leadership traits (Continued) Fire and Emergency Services Company Officer

48. Developing Leadership Skills • Use a professionally developed and administered personality profile such as the Myers-Briggs Profile or the Acumen Survey Fire and Emergency Services Company Officer

49. Paths to Improving Leadership Skills • Courses • Seminars/workshops • Literature readings • Counselors/mentors Fire and Emergency Services Company Officer

50. Leadership Concepts —A Good Leader: • Sees opportunities • Identifies challenges • Communicates • Plans for success • Builds trust Fire and Emergency Services Company Officer