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Fire Administration I

Learn various leadership styles, their appropriateness, the importance of the Johari Window, Myers-Briggs types, schemata impact, and personal framework. Understand situational leadership, managerial grid models, Likert’s and Lewin’s styles, emotional leadership, charismatic leadership, participative leadership, and factors influencing leadership decisions.

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Fire Administration I

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  1. Fire Administration I Randy R. Bruegman Chapter 4 What is Your Leadership Style

  2. Learning Objectives • Define the various leadership styles in use today • Describe when each leadership style is appropriate • Define the importance of the Johari Window in enhancing leadership ability

  3. Learning Objectives • Describe the Myers-Briggs styles and compare and contrast each type • Define schemata and describe how it can impact leadership and managerial abilities • Articulate your own personal framework that shapes your leadership style

  4. Leading • Introduction • Fire service has seem many changes over the past 30 years • Must understand your natural leadership style and how it can be adapted to situation • Knowledge creates synergy with the leadership ability of others

  5. Situational Leadership • Good leaders adapt style to situation • Style depends upon • Nature of the work • Skill level of person doing work • Ongoing needs of the leader’s relationship with person

  6. Situational Leadership • Managerial/Leadership Grid • Developed by Robert Blake and Jane Mouton • Simple model with two-axes • Concern for people • Concern for production • Rating from 1 (minimum) to 9 (maximum) on each axis

  7. Situational Leadership Managerial/Leadership Grid

  8. Situational Leadership • Managerial/Leadership Grid • Identified five leadership styles • Impoverished Management (1,1) • Authority/Compliance (9,1) • Country Club Management (1,9) • Middle of the Road Management (5,5) • Team Management (9,9)

  9. Situational Leadership • Managerial/Leadership Grid • Concern for People/Production

  10. Likert’s Leadership Styles • Rensis Likert (1903 – 1981) • Identified leadership styles based on decision making and involvement • Exploitive authoritative • “Benevolent dictatorship” • Consultative style • Participative style

  11. Lewin’s Leadership Styles • Kurt Lewin (1890 – 1947) • Identified leadership styles based on decision making • Autocratic • Democratic • Laissez-faire

  12. Six Emotional Leadership Styles • Described by Daniel Goleman, Richard Boyatzis and Annie McKee • A mix, customized to the situation is usually most effective

  13. Six Emotional Leadership Styles • The Visionary Leader • The Coaching Leader • The Affiliative Leader • The Democratic Leader • The Pace-Setting Leader • The Commanding Leader

  14. Six Emotional Leadership Styles • Leaders Create Resonance • Effective leaders are attuned to other’s feelings • Move them in positive emotional direction • Comes naturally to people with high emotional intelligence • Can be done six ways, or with six different leadership styles

  15. Charismatic Leadership • Gather followers through personality and charm • Scan and read the environment • Make people feel important • Hone actions and words to fit situation • Used by politicians, religious leaders, cult leaders

  16. Charismatic Leadership • Methods to manage their image • Engender trust through self-sacrifice • Take personal risks • Show confidence in their followers • Focus on making their group clear and distinct from other groups

  17. Participative Leadership • Seek to involve others in decision making • Most occurs within immediate team • Manager’s preference determines how much influence is given to others

  18. Participative Leadership

  19. Situational Leadership • Effective leaders do not use one single preferred style • Many factors affect decisions

  20. Situational Leadership • Yukl identified six variables • Subordinate effort • Subordinate ability and role clarity • Organization of the work • Cooperation and cohesiveness • Resources and support • External coordination

  21. Situational Leadership • Tannenbaum and Schmidt identified forces that led to leader’s action • Forces in the situation • Forces in the follower • Forces in the leader • Leader style is influenced by distant events

  22. Transactional Leadership • Leaders work through creating clear structures • Negotiate a contract • Subordinate responsible for all work assigned • More “telling” style after contract

  23. Transactional Leadership • Assumes motivation by money or simple reward • Based on lab experiments and ignores emotional factors and social values

  24. Transactional Leadership • Ivan Pavlov (1849 – 1936) • Basic laws of conditional reflexes • Investigating gastric function of dogs • Changed focus to manipulate stimuli to elicit response • Reflex is produced by conditioning • Conditioning is automatic form of learning

  25. Transformational Leadership • Starts with development of vision • Must create trust with followers • Seeking way forward is parallel with vision • Accepts failures, roadblocks, barriers

  26. The Quiet Leader • “Personal humility” • Takes responsibility for failures • Gives others credit for success • Difficult if people are used to extraverted charismatic leader • Discussed by Lao Tzu around 500 BC

  27. Servant Leadership • Servant leader serves others rather than others serving the leader • Very moral position • Serves the whole of society • Who decides what is “better”?

  28. Leadership Starts With Knowing Yourself • “Life Windows” • Frame of reference for information • Dictates the directions we take in life • Influences our style • Life events impact feelings • Internal processor helps us make decisions • Contains biases, prejudices, blind spots

  29. Leadership Starts With Knowing Yourself • Johari Window Model • Disclosure/feedback model of self-awareness • Information processing tool • Represents information about a person or group • Known vs. unknown information

  30. Leadership Starts With Knowing Yourself Johari Window Model

  31. Leadership Starts With Knowing Yourself • Schemata • Mental structure used to organize and simplify knowledge • Many types • Created through experience with people, objects, and events

  32. Leadership Starts With Knowing Yourself • Schemata • Modified through • Accretion – existing not altered • Tuning – existing evolves • Restructuring – creates new

  33. Leadership Starts With Knowing Yourself • Schemata • How many Fs are in the following “FINISHED FILES ARE THE RESULT OF YEARS OF SCIENTIFIC STUDY COMBINED WITH THE EXPERIENCE OF MANY YEARS.”

  34. Leadership Starts With Knowing Yourself • Schemata “FINISHED FILES ARE THE RESULT OF YEARS OF SCIENTIFIC STUDY COMBINED WITH THE EXPERIENCE OF MANY YEARS.”

  35. Leadership Starts With Knowing Yourself • Schemata • Fire industry has changed in past 30 years • Challenged to explore our individual frameworks • Do not let your rank, ego, biases, or blind spots take you where you should not go

  36. Leadership Starts With Knowing Yourself • Our Personal Framework • Today’s Challenges • New economic landscape • Speed of information exchange • Ever-changing workforce • Organizational complexity • Adapting our leadership/management skills • Leadership objectives

  37. Leadership Starts With Knowing Yourself • Our Personal Framework • The Command Toolbox • Try new ways of thinking to change the mindset of an organization • No magic bullet • Newest fads often short lived placebo • Key is to understand one’s own leadership style(s)

  38. Leadership Starts With Knowing Yourself • How Leadership Style Can Impact Results • “You’re talking to the wrong end of the horse” • Focus on immediacy of outcomes, how to get there and measurement • Institutionalization • Engages heart and mind of organization

  39. Leadership Starts With Knowing Yourself • How Leadership Style Can Impact Results • Organizations are reflective of leadership • Leaders and managers are reflective of experiences and comfort zones • Incongruence between leadership and the organization • Good leaders adapt style to situation

  40. Leadership Starts With Knowing Yourself • Your Personal Frame of Reference • Decisions are influenced by life, work and personal experiences • Framework, perception and realities limit ability to see what you need to see • Similar situations in different organizations may elicit same response

  41. What is Your Leadership Style • The Jungian Type Inventory • Model based on four psychological functions • Thinking • Feeling • Sensing • Intuition

  42. What is Your Leadership Style • The Jungian Type Inventory • Judging functions make decisions • Thinking • Feeling • Perceiving functions gather information • Sensing • Intuition

  43. What is Your Leadership Style • The Jungian Inventory Type • Personality shows dominance • Extraverted – external environment • Introverted – internal environment • Measures on four preference scales • Variable score shows strength of each

  44. What is Your Leadership Style The Jungian Type Inventory - Preferences

  45. What is Your Leadership Style • Myers-Briggs Type Indicator • Developed by Katherine Briggs and Isobel Briggs Myers • Preferences based on four scales • Identified four types

  46. What is Your Leadership Style • Myers-Briggs Type Indicator • Introversion/Extroversion • Where people get energy, focus attention • Sensing/Intuition • How information is obtained from the environment

  47. What is Your Leadership Style • Myers-Briggs Type Indicator • Thinking/Feeling • How decisions are made • Judging/Perceptive • Refers to lifestyle individuals prefer

  48. What is Your Leadership Style Myers-Briggs 16 Characteristic Types

  49. What is Your Leadership Style • Keirsey Temperament Sorter • Accounts for variations in cognitive styles based on assumptions about truth, human nature, relationships • Built upon Myers-Briggs Type Indicator Test • Identifies 16 characteristic styles

  50. What is Your Leadership Style • Keirsey Temperament Sorter • Extroversion vs. Introversion • Sensing vs. Intuiting • Thinking vs. Feeling • Judging vs. Perceiving

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