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Company Officer > Ch3 Leadership And Supervision > Flashcards

Ch3 Leadership And Supervision Flashcards

1
Q

Qualities that make an effective leader

A 
Vision
Decisiveness
Intelligence
Self assurance
Initiative
Motivation and desire for professional success
Integrity
Personal security
Industriousness
Innovative and creativity
Consistency 
Preparedness
Proactive
Supervisory skills
Interpersonal skills
Communication skills
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2
Q

Effective leaders should:

A 
Empower others and enable them to act
Plan for success
Build trust
Understand the system
Inspire a shared vision
Recognize challenges
Model desired behavior
Encourage subordinates 
Establish priorities
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3
Q

Three leadership styles based on decision making

A

Autocratic-clear directions of what, how, and when tasks will be performed.
Democratic-solicit input from their followers before making a decision.
Laissez-faire -leaders do not make decisions and avoid making them. Followers are left to make decisions for themselves.

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4
Q

Transformational leadership style

A

Leadership style in which organizational change is accomplished by followers commitment to the leaders vision and inspiration

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5
Q

What is transactional leadership style.

A

Also, termed managerial leadership,

Enforces compliance through rewards and punishments

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6
Q

Command presence is a unique skill that includes the ability to:

A

Identify the situations components
Assess need for action
Determine the nature of the necessary intervention
Initiate action

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7
Q

To achieve command presence, it would be helpful to model the following qualities

A 
Self confidence
Trustworthiness
Consistency
Responsibility 
Tolerance/acceptance
Expertise
Accountability
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8
Q

Step 1 to develop command presence.

A

Determine what the situation is

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9
Q

Step 2 to develop command presence.

A

Know what resources are available to apply to the situation

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10
Q

Step 3 to develop command presence.

A

Developer the strategy and tactics required to resolve the situation

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11
Q

Step 4 to develop command presence.

A

Listen to all points of view, when appropriate

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12
Q

Step 5 to develop command presence.

A

Make the decision

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13
Q

Step 6 to develop command presence.

A

Implement the decision

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14
Q

Step 7 to develop command presence.

A

Evaluate the decision and modify if necessary

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15
Q

Step 8 to develop command presence.

A

Take responsibility for the decision

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16
Q

Most fire service organizations endorse universal ethical values such as:

A

Honesty, integrity, impartiality, fairness.

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17
Q

Lying, like most forms of unethical behavior conduct, is about immediate gratification in four areas

A

Basic needs
Affiliation
Self-esteem
Self-gratification

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18
Q

Emotional intelligence

Leadership skills

A

Social awareness, empathy, decision making

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19
Q

Emotional intelligence

Self management skills

A

Time management
Drive strength
Commitment ethic

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20
Q

Emotional intelligence

Intrapersonal skills

A

Self-esteem

Stress management

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21
Q

Emotional intelligence

Interpersonal skills

A

Assertion
Anger management
Anxiety management

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22
Q

Emotional learning system 5 steps

Step A

A

self assessment:Explore

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23
Q

ELS

Step B

A

Self awareness: identify

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24
Q

ELS

Step C

A

Self knowledge: understand

25
Q

ELS

Step D

A

Self development:Learn

26
Q

ELS

Step E

A

Self improvement: apply and match

27
Q

Supervision

A

Includes the processes of directing, overseeing, and controlling the activities of other individuals

28
Q

Management

A

Administration and control of projects, programs, situations or organizations

29
Q

Individuals with a fully developed commitment ethic demonstrate the following traits

A

Internal pride and satisfaction
Outward dependability
Self motivation
Persistence, regardless of the challenge they encounter

30
Q

A company officer, like most supervisors, is responsible for the following

A 
Meeting supervisory responsibilities 
Establishing priorities for the unit
Solving problems
Establishing and communicating goals and objectives
Building an effective team
Motivating and supporting personnel
Managing diverse personnel
Applying management principles
Supporting the organizations mission, core values, and regulations
31
Q

Key elements of a successful company officer’s supervisory style include

A

Leading by example
Encourage employees in decision making process
Delegate or involve members in planning
Respect employee judgement
Teaching, following, enforcing health and safety rules
Being a coach and mentor
Showing consideration for diversity
Acknowledging accomplishments
Treating each members fairly and equitably
Acknowledgement of member related problems and assisting with their solutions
Keeping accurate records
Keep communication lines open
Provide comfortable, supportive atmosphere
Provide positive motivation
Set clear expectations and hold them accountable

32
Q

Having priorities helps the company officer to

A

Focus on important activities
Minimize competing priorities to reduce stress and frustration
Identify the units goals and objectives and direct energy to the ones that provide the greatest good for the unit and community.

33
Q

To meet the needs of each priority level company officers must do the following, emergency response

A

Conduct training and drills as a team, ensure the readiness of personal protective equipment, apparatus and tools, and develop pre-incident plan for occupancy’s and hazards

34
Q

To meet the needs of each priority level, company officers must do the following, preparation for emergency response

A

Be technically and tactically proficient and ensure that unit members are physically and mentally prepared to respond to emergency situations during their work shift

35
Q

To meet the needs of each priority level, company officers must do the following, organizational duties

A

Thoroughly and efficiently complete reports and records, station maintenance, and other administrative duties

36
Q

SMART Acronym can help officers to develop goals and objectives into effectively communicate them to unit members

A

Specific- Provided for a precise description of what must be accomplished
Measurable-Ensure that progress toward the end goal can be determined
Action oriented-Describe what and how actions will be taken
Relevant-Ensure that what you set out to achieve is needed and attainable
Time sensitive-Set deadlines for completion

37
Q

Three ways to involve employees in establishing objectives

A

Require the employee to accomplish a specific task
Delegate tasks
Use democratic leadership principles

38
Q

The four stages of effective team building

A

Forming
Storming
Norming
Performing

39
Q

Forming

A

Employees are initially uncertain of the rules in the group they are not certain that they can trust or work with other team members. As relationships grow, trust and respect develop. Members begin to see themselves as part of the group and become enthusiastic about the challenges of a new project or task. The space is critical within the team development process in one in which a company officer can have a significant effect.

40
Q

Storming

A

Conflict may result as a member competes for a position of informal leader ship or attempt to exert their personal influence over the group the most critical aspect of successful team development is to reduce the amount of time the group spends in storming phase

41
Q

Norming

A

The group establishes in that here’s to it on set of norms and values members become closer and more cohesive. The company officer must be aware of team norms and values as much as possible to make sure that those norms don’t violate the sense of decency. The leader transitions into the role of a peer, allowing other team members to share leader ship responsibilities

42
Q

Performing

A

The supervisor works to maintain team spirit as a group accomplishes its objectives. At this stage, the group is a true team with all members sharing leadership

43
Q

The following steps can be used to involve employees in a decision making process

A

Step one: identify the problem. The solution must be attainable
Step two: state that all solutions will be considered, but the best one will be adopted. Tell the unit that it must prioritize the suggested solutions and include a contingency in the event the best choice cannot be used.
Step three: explain the reality that outside forces may prevent the adoption of some solutions

44
Q

What is the four step method for counseling employees

A

Step one: describe the current performance
Step two: describe the desired performance
Step three: gain a commitment for change
Step four: follow up the commitment

45
Q

Ineffective company officer must be aware of relevant _________ functions in order to develop and refine the necessary skills to carry them out

A

Management

46
Q

NFPA 1021 defines the level one officer as a

A

Supervisor

47
Q

Management functions: planning

A

Create mission statement and set goals and objectives. Develop tactical plans for accomplishing a specific objective

48
Q

Management functions: organizing

A

Coordinate tasks and resources to accomplish the unit goal and objectives:
Establishing the units internal structure, system, or organization
Creating labor divisions
Coordinating resource allocation
Taking responsibility for tasks and information flow within the department
Filling positions with qualified people

49
Q

Management functions: directing

A

Guide, influence, inspire, and motivate employees to achieve the goals and objectives within a group. Directing is a proactive approach to managing, as a company officer applies leadership and supervision concepts

50
Q

Management function: controlling

A

Establish and implement mechanisms to ensure the objectives are obtained. Set performance standards, measure and report the actual performance, compare the performance standard with the actual performance, and take preventative or corrective action to close the gap between the two performance levels

51
Q

Management skills: administrative skills

A

Computer skills, knowledge of law, codes, ordinances, labor/management agreements, report writing skills, data analysis for problem-solving and risk identification and other skills used to prepare budgets create reports or develop specs.
Ability and knowledge to manage an incident to apply for teaching and tactical concepts to situations and perform specialized emergency response

52
Q

Management skills: human and communication skills

A

Interpersonal skills that include the ability to work with other people and supervise subordinates. Success or failure often hinges on one’s ability to communicate effectively

53
Q

Management skills: conceptual and decision making skills

A

Ability to understand abstract ideas, to problem solve, to understand the organization as a whole, into recognize how the various parts are interrelated

54
Q

Planning function: standing plans

A

Include policies, procedures, and rules that we use frequently to manage the day-to-day emergency and nonemergency unit activities. They help to ensure the consistent an equal application of authority while defining responsibilities within the organization

55
Q

Planning function: single use plans

A

Accomplish a specific objective, set such as the development of a program, project, or budget. These plans are usually intended to reach an objective within a short time.

56
Q

Planning function: strategic plans

A

Take into account the external factors that affect an organization, such as changes in the economy, demographics, service requirements, Hazard, and technology. They charge the organizations course over an indefinite future that is divided into a definite time components

57
Q

Planning function: operational/administrative plans

A

Focus on how objectives will be accomplished. These objectives, fact based plants deal with factors that are within the control of the organization, while strategic plans are subjective

58
Q

Planning function: contingency plans

A

Create alternative plans that can be implemented in the event of unforeseen events that make original plans unsuitable

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