Ch3 Leadership And Supervision Flashcards
Qualities that make an effective leader
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
Effective leaders should:
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
Three leadership styles based on decision making
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.
Transformational leadership style
Leadership style in which organizational change is accomplished by followers commitment to the leaders vision and inspiration
What is transactional leadership style.
Also, termed managerial leadership,
Enforces compliance through rewards and punishments
Command presence is a unique skill that includes the ability to:
Identify the situations components
Assess need for action
Determine the nature of the necessary intervention
Initiate action
To achieve command presence, it would be helpful to model the following qualities
Self confidence Trustworthiness Consistency Responsibility Tolerance/acceptance Expertise Accountability
Step 1 to develop command presence.
Determine what the situation is
Step 2 to develop command presence.
Know what resources are available to apply to the situation
Step 3 to develop command presence.
Developer the strategy and tactics required to resolve the situation
Step 4 to develop command presence.
Listen to all points of view, when appropriate
Step 5 to develop command presence.
Make the decision
Step 6 to develop command presence.
Implement the decision
Step 7 to develop command presence.
Evaluate the decision and modify if necessary
Step 8 to develop command presence.
Take responsibility for the decision
Most fire service organizations endorse universal ethical values such as:
Honesty, integrity, impartiality, fairness.
Lying, like most forms of unethical behavior conduct, is about immediate gratification in four areas
Basic needs
Affiliation
Self-esteem
Self-gratification
Emotional intelligence
Leadership skills
Social awareness, empathy, decision making
Emotional intelligence
Self management skills
Time management
Drive strength
Commitment ethic
Emotional intelligence
Intrapersonal skills
Self-esteem
Stress management
Emotional intelligence
Interpersonal skills
Assertion
Anger management
Anxiety management
Emotional learning system 5 steps
Step A
self assessment:Explore
ELS
Step B
Self awareness: identify
ELS
Step C
Self knowledge: understand
ELS
Step D
Self development:Learn
ELS
Step E
Self improvement: apply and match
Supervision
Includes the processes of directing, overseeing, and controlling the activities of other individuals
Management
Administration and control of projects, programs, situations or organizations
Individuals with a fully developed commitment ethic demonstrate the following traits
Internal pride and satisfaction
Outward dependability
Self motivation
Persistence, regardless of the challenge they encounter
A company officer, like most supervisors, is responsible for the following
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
Key elements of a successful company officer’s supervisory style include
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
Having priorities helps the company officer to
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.
To meet the needs of each priority level company officers must do the following, emergency response
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
To meet the needs of each priority level, company officers must do the following, preparation for emergency response
Be technically and tactically proficient and ensure that unit members are physically and mentally prepared to respond to emergency situations during their work shift
To meet the needs of each priority level, company officers must do the following, organizational duties
Thoroughly and efficiently complete reports and records, station maintenance, and other administrative duties
SMART Acronym can help officers to develop goals and objectives into effectively communicate them to unit members
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
Three ways to involve employees in establishing objectives
Require the employee to accomplish a specific task
Delegate tasks
Use democratic leadership principles
The four stages of effective team building
Forming
Storming
Norming
Performing
Forming
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.
Storming
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
Norming
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
Performing
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
The following steps can be used to involve employees in a decision making process
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
What is the four step method for counseling employees
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
Ineffective company officer must be aware of relevant _________ functions in order to develop and refine the necessary skills to carry them out
Management
NFPA 1021 defines the level one officer as a
Supervisor
Management functions: planning
Create mission statement and set goals and objectives. Develop tactical plans for accomplishing a specific objective
Management functions: organizing
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
Management functions: directing
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
Management function: controlling
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
Management skills: administrative skills
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
Management skills: human and communication skills
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
Management skills: conceptual and decision making skills
Ability to understand abstract ideas, to problem solve, to understand the organization as a whole, into recognize how the various parts are interrelated
Planning function: standing plans
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
Planning function: single use plans
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.
Planning function: strategic plans
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
Planning function: operational/administrative plans
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
Planning function: contingency plans
Create alternative plans that can be implemented in the event of unforeseen events that make original plans unsuitable
