Fire and Emergency Services Company Officer — Lesson 2 Fire and Emergency Services Company...

Fire and Emergency Services Company Officer — Lesson 2

Fire and Emergency Services Company Officer, 4th Edition

Chapter 2 — Leadership

Fire and Emergency Services Company Officer

2–2

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)


2–3

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)


2–4

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.


2–5

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)


2–6

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)


2–7

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.


2–8

Examples of Leadership Traits

• Supervisory ability• Decisiveness• Intelligence• Self-assurance• Initiative• Desire for professional success• Integrity• Personal security• Sense of priority (Continued)


2–9

Examples of Leadership Traits

• Vision

• Industriousness

• Interpersonal skills

• Empowerment

• Innovation and creativity

• Consistency

• Preparedness

• Living in the future


2–10

Basic Leadership Style

• Autocratic

• Democratic

• Laissez-faire


2–11

Two-Dimensional Leadership Style


2–12

Contingency Leadership Theory

• Is based on the belief that there is no single best leadership style


2–13

Contemporary Leadership Styles

• Charismatic

• Transformational

• Transactional

• Symbolic


2–14

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)


2–15


• 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)


2–16


• 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)


2–17


• 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)


2–18


• 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)


2–19


• 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.


2–20

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)


2–21

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


2–22

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)


2–23


• 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)


2–24


• 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)


2–25


• 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)


2–26


• 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)


2–27

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)


2–28

Path-Goal Theory

• Leadership styles– Directive– Supportive– Participative – Achievement-oriented

(Continued)


2–29

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


2–30

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)


2–31


• 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)


2–32


• Leaders use certain values, including:– Integrity– Excellence– Respect for the individual– Harmony– Loyalty– Faith– Honesty– Courage


2–33

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)


2–34


• 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)


2–35


• 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


2–36

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)


2–37

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.


2–38

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)


2–39


(Continued)


2–40


• Has four readiness levels based on the elements of maturity– Telling – Selling– Participating– Delegating


2–41

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)


2–42

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)


2–43

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)


2–44

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


2–45

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)


2–46

Alpha Leadership Model

• Alpha leaders must be aware of larger system and goals by applying one of core skills:– Anticipating

– Aligning

– Acting


2–47

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)


2–48

Developing Leadership Skills

• Use a professionally developed and administered personality profile such as the Myers-Briggs Profile or the Acumen Survey


2–49

Paths to Improving Leadership Skills

• Courses

• Seminars/workshops

• Literature readings

• Counselors/mentors


2–50

Leadership Concepts —A Good Leader:

• Sees opportunities

• Identifies challenges

• Communicates

• Plans for success

• Builds trust


2–51

Leadership Concepts

• Great leadership that is common to successful leaders includes the following actions:– Challenge the system– Inspire a shared vision– Enable others to act– Model the way– Encourage the heart– Establish priorities


2–52

Reward Power

• Is based on one person’s perception of another’s ability to grant rewards

• Increases in direct relation to the amount of rewards an employee sees a leader or supervisor controlling

• Examples


2–53

Coercive Power

• Is based on subordinates’ perceptions of the leader’s authority to punish.

• Strength is not proportional to the authority to punish but rather to the subordinates’ perceptions of the leader’s authority to punish

• Examples


2–54

Identification Power

• Power is derived from someone’s desire to identify with and emulate another.

• Referent or personal power — One’s perception that they have power because of a relationship with someone who does have power.


2–55

Expert Power

• Power is based on one person’s perception that another’s knowledge and expertise can help in the first person’s endeavors.

• In any given situation, the one with the most knowledge often has the most power, even if that person does not have the most authority.


2–56

Legitimate Power

• Power is derived because of the organizational structure of the department/organization.

• This type of power is derived from one of three sources:– Shared values– Acceptance of a social structure– Sanction of a legitimizing agent


2–57

Personality Attributes Necessary to Achieve Command Presence

• Self-confidence

• Trustworthiness

• Consistency

• Responsibility

• Acceptance

• Expertise


2–58

Steps to CreateCommand Presence

• Step 1: Know what the situation is.

• Step 2: know what resources are available to apply to the situation.

• Step 3: Know the strategy and tactics required to resolve the situation.

• Step 4: Listen to all points of view.(Continued)


2–59

Steps to Create Command Presence

• Step 5: Make the decision.

• Step 6: Take responsibility for the decision.

• Step 7: Implement the decision.

• Step 8: Evaluate the decision.


2–60

Summary

• When a member of the fire and emergency services is selected, elected, or promoted to company officer, that person’s worldview changes. Both responsibility and authority increase with the new position. To make this transition, a company officer must have a strong foundation based on self-awareness, which will provide emotional stability required later.

(Continued)


2–61

Summary

• A company officer must be able to recognize the various leadership models and the theories they are based on and determine which model is best by considering the situation, personnel, organization, and personal leadership abilities. A company officer must be able to put all the theories and concepts into action and lead by example.

(Continued)


2–62

Summary

• The recognition of leadership skills development, leadership concepts, and types of power and their use are also important knowledge areas for company officers. Recognizing, understanding, and adopting command presence will apply leadership concepts to everyday situations.


2–63

Discussion Questions

1.Define supervising, managing, and leading.

2.Name three leadership traits.

3.Discuss the differences between the autocratic, democratic, and laissez-faire leadership styles.

4.Discuss contemporary leadership styles.

5.What is the difference between a Theory X leader and a Theory Y leader? (Continued)


2–64

Discussion Questions

6.What is the leadership-continuum theory?

7.Describe a Level 1 leader.

8.Describe a Level 5 leader.

9.Describe characteristics of the social-change model.

10. Describe three types of power.

Date post:	22-Dec-2015
Category:	Documents
Upload:	stephen-miles
View:	228 times
Download:	4 times

Fire and Emergency Services Company Officer — Lesson 2 Fire and Emergency Services Company...

Documents