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Fire Officer Book > Chapter 2 Me > Flashcards

Chapter 2 Me Flashcards

1
Q

The process by which a person influences others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives

A

Leadership

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2
Q

What is kotter leadership process?

A
  1. Establishing direction
  2. Aligning people
  3. Motivating and inspiring
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3
Q

What is Peter Northouse’s leadership trait approach?

A

5 major leadership
1. Intelligence
2. Self-confidence
3. Determination
4. Integrity
5. Socialbility

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4
Q

What is Peter Northouse’s leadership skills approach?

A

Identifies skills that can be developed
1. Technical
2. Human
3. Conceptual

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5
Q

What is Peter Northouse’s leadership behavioral approach?

A

-Emphasizes what leaders do and how they act
-Two general kinds of behaviors
—Task behaviors: facilitate goal accomplishment
—Relationship behaviors: help followers feel comfortable

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6
Q

Blake and Moutons managerial grid was developed when?
And how was it adopted by the fire service

A

Developed in 1960s for Exxon

Later applied by crew management of aircraft and aerospace

Adopted by the fire service as “crew management” to improve incident safety

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7
Q

Grid theory assumes that every decision/ action is driven by?

A

people’s values, attitudes, and beliefs

A concern for people
A concern for result

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8
Q

Impoverished management

A
  1. The lowest level of concern for both results and people
  2. Neutral
  3. Least visible person on team
  4. Often, the person seeks to work in isolation to carry on without being noticed
  5. Relies heavily on instructions and process, avoiding personal responsibility
  6. Problems ignored or overlooked
  7. No solution “not my problem mentality”
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9
Q

Authority compliance management

A
  1. Controlling manager
  2. Demonstrates a high concern for results but low concern for others
  3. Usually highly trained, organized, experienced & qualified
  4. Cannot be aware of others
  5. Expects everyone else to keep up, often leaving others behind
  6. Autocratic
  7. ** this type of leadership is required when the fire company is involved in a high risk emergency activity or when immediate corrective action is required (no time for discussion or experimentation)
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10
Q

Country club management

A
  1. Accommodating manager
  2. Low concern for results, high concerns for people
  3. Heighten awareness of personal feelings, goals, and ambitions of others
  4. Approachable, fun, friendly, and ready to listen
  5. Diametrically opposed to authority compliance manager

— Weakness of this style is the focus of the ensuing discussions. Avoids concrete issues

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11
Q

Middle of the road manager

A
  1. Status quo manager
  2. Moderate level of concern for both people results
  3. Objective is to play it safe and avoid risk
  4. Emphasis on maintaining popular status
  5. Intelligent and informed enough to get people settle
  6. Depends on being well liked, staying well informed, and effectively convincing others that risks outweighs reward
  7. Laissez-faire leadership: moves decision making from leadership to fire fighter
  8. Effective when working with experienced fire fighters and handling routine duties
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12
Q

Team management

A
  1. Sound manager
  2. High concern for both people and results
  3. Leads to effective work relationships based on what’s right
  4. Preferred model for successful fire officers
  5. Democratic
  6. Consultative approach
  7. Use this style when planning a project or developing workplace
  8. Can be used in low risk operations
  9. Specialty teams may use it when faced with complex of unusual emergencies
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13
Q

When leaders change the degree to which they are directive versus supportive based on changing needs of follows is?

A

Situational leadership

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14
Q

What are the 4 distinct categories of directive and supportive situational leadership

A

a. S1 (high directive - low supportive) —directing
b. S2 (high directive - high supportive) —coaching
c. S3 (high supportive - low directive) — supporting
d. S4 (low supportive - low directive) — delegating

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15
Q

Gives more attention to the charismatic and affective elements of leadership.
Concerned with emotions, values, ethics, standards, and long term goals.

A

Transformation leadership

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16
Q

Intrapersonal perspective looks at leaders self-knowledge, self regulation, and self-concept. Developmental perspective looks at leadership as nurtured by the leader.

A

Authentic leadership

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17
Q

Attentive to the concerns of their followers. Puts followers first, empower them, and help them develop.

A

Servant leadership

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18
Q

Encourages people to adapt when confronted with problems, challenges, and changes.

A

Adaptive leadership

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19
Q

A process whereby an individual accepts the influence of others to accomplish a common goal.

A

Followership

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20
Q

The capacity of one party to influence another party

A

Power

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21
Q

The target person believes that the agent has the right to make the request and the target person has the obligation to comply

A

Legitimate power

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22
Q

The target person complies to obtain rewards believed to be controlled by the agent

A

Reward power

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23
Q

The target person complies due to a belief that the agent has special knowledge

A

Expert power

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24
Q

The target person complies due to admiration of or identification with the agent and seeks approval

A

Referent power

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25
Q

The target person complies to avoid punishment believed to be controlled by the agent

A

Coercive power

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26
Q

Personal power includes _____ and ____ power, reflecting the effectiveness of the individual

A

-Expert: complies due to agent knowledge
-Referent: complies due to admiration of or identification with the agent and seeks approval

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27
Q

Positional power, in contrast with personal power, is defined by the role an individual has within the organization and includes ____, ______, and _____ power

A

-Legitimate: agent has the right to make the decision
-Reward: rewards believed to be controlled by agent
-Coercive: complies to avoid punishment

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28
Q

Unlike expert power, ______ power is based on the target persons assessment of the agents ability to discover or obtain relevant information rapidly and efficiently, usually through cultivated network of sources

A

Informational power

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29
Q

Control over the physical environment, technology, or organization of work. The target person behavior is based on perception of opportunities and constraints

A

Ecological power

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30
Q

______ leadership is the strongest force for influencing performance and commitment

A

Effective leadership

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31
Q

A fire officer greatest challenge is?

A

Managing people

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32
Q

The process of having the right number of people in the right places at the right time who can accomplish a task efficiently and effectively

A

Human resources planning

a. Forecasting future staffing needs to be
b. Determining how those needs can be met

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33
Q

Includes all activities designed to maintain a rapport with the membership

A

Employee relations

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34
Q

The process of attracting, selecting, and maintaining an adequate supply of labor

A

Staffing

Typically accomplished at the organizational level

35
Q

Includes all activities to train and educate the employees

A

Human resources development

-Heavily dependent on company level fire officer
-Development begins when employees first arrive at the department

36
Q

A formal document that outlines the basic reason for the organization’s existence and states how it sees itself

A

Mission statement

37
Q

Allows subordinates to accomplish tasks they are capable of. Allows the subordinate to grow.

A

Delegation

38
Q

A behavior approach to reduce human error in high-risk or high-consequence activities

A

Crew resource management

Developed by NASA

39
Q

Unsafe acts committed by people who are in direct contact with the situation or system

A

Active failures

40
Q

Greatest opportunity to prevent errors

A

Avoidance

41
Q

Action taken by emergency responders to minimize accident effects

A

Mitigating consequences

42
Q

The process of questioning a situation that causes concern

A

Inquiry

43
Q

The statement of opinion that recommends what the person believes is the proper course of action under a specific set of circumstances

A

Advocacy

44
Q

The inquiry and advocacy process and the assertive statement are essential components of ?

A

The communication segment of CRM

45
Q

What is the triangle of leadership?

A
  1. Effective leadership
  2. Trust and respect
  3. Leadership skills
46
Q

The informal authority to lead is derived through respect. True respect is based on ?

A
  1. Personal competence: internal strengths, capabilities, and character
  2. Technical competence: ability to perform tasks using specific knowledge
  3. Social competence: a persons ability to interact effectively with others
47
Q

Dividing responsibilities to accomplish them effectively

A

Task allocation

48
Q

What are the 2 decision making models

A
  1. Recognition-primed: describes how commanders recognize a plausible plan of action
  2. Naturalistic: describes how commanders make decisions in their natural environment
49
Q

The ongoing assessment of what is going on around you in a dynamic and complex environment

A

Situational awareness

50
Q

John cotter describes the leadership process as producing movement through 3 subprocesses

A
  1. Establishing direction
  2. Aligning people
  3. Providing motivation and inspiration
51
Q

Management tends to look at?
Leaders look at?

A

Management tends to look at short time frames

Leaders look at longer time frames

52
Q

The grid theory of management assumes that every decision made and every action taken in the workplace is driven by people’s?

A

Value
Attitudes
Beliefs

53
Q

Managing fire fighters requires?

A

Physical
Financial
Human
and time resources

54
Q

James reason identified 2 precursors to holes appearing in the layers of defense, what are they?

A
  1. Active failures
  2. Latent conditions
55
Q

CRM is an error management model that includes 3 activities..

A

Avoidance
Entrapment
Mitigating consequences

56
Q

The 6 point CRM model serves the fire service well.. what are they?

A
  1. Communication skills
  2. Teamwork
  3. Task allocation
  4. Critical decision making
  5. Situational awareness
  6. Post incident analysis
57
Q

Task overload occurs when?

A

When the fire officer exceeds his or her capacity to manage the various simultaneous functions and responsibilities

58
Q

The loss of situational awareness is frequently the first link in the chain of errors that leads to?

A

Calamity

(A great misfortune or disaster)

59
Q

What are the four components central to leadership concept

A
  1. Leadership is a process
  2. Leadership involves influence
  3. Leadership occurs in groups
  4. Leadership involves common goals
60
Q

Bill George has identified 5 dimensions of authentic leaders

A
  1. Purpose
  2. Values
  3. Relationship
  4. Self-discipline
  5. Heart
61
Q

Servant leadership has been a focused interest of the IAFC for?

A

Fire officer development

62
Q

Robert Greenleaf initiated the concept of servant leaders in 1970. Greenleaf said listening is the _____ skill of the servant leader

A

Premier

63
Q

Adaptive leadership is a complex process that includes ?

A

-Situational challenges
-Leader behavior
-Adaptive work

64
Q

The concept of management emerged from the?

A

Industrial Revolution

65
Q

The staffing function is typically accomplished at what level?

A

The organizational level

66
Q

_______ is the successful transfer and understanding of a thought from one person to another

A

Communication

67
Q

What occurs when the officer exceeds his or her capacity to manage all of the simultaneous functions and responsibilities

A

Task overload

Safety is compromised with task overload

68
Q

The first step in the CRM task allocation phase is?

A

Knowing one’s own limit and the capacity of the team

69
Q

Fire officers fall into 3 categories when it comes to multitasking ability.

A
  1. Some officers are reluctant to admit that they are always overwhelmed and believe they become more effective as the situation becomes more hectic
  2. Officers become overwhelmed before the full complexity of the event is even recognized
  3. Leaders effectively assess the incident, call for additional resources early, and manages to stay ahead of the incident and balance the span of control
70
Q

Northhouse 5 major leadership traits

A
  1. Intelligence
  2. Self confidence
  3. Determination
  4. Integrity
  5. Sociability
71
Q

Can translate into error-provoking conditions within the local work place

Can create long-lasting holes or weaknesses in the defenses

A

Latent condition

72
Q

Skills approach
Technical, human, conceptual chart

A

Senior Chief
-technical low
-human & conceptual high

Captains, battalion/district chief
-all 3 high

Lieutenants, crew chiefs
-technical & human high
-conceptual low

73
Q

During a post incident analysis, who should help the participants differentiate between problems that occurred because procedures were not followed and areas where procedures should have been followed

A

The the officer acting as moderator

74
Q

Seasoned incident commanders know what taking an extra _____ to absorb and process as much information as possible often results in better and more confident decisions

A

30-60 seconds

75
Q

Maintaining situational awareness requires

A

Continual evaluation of the effectiveness of decisions.

Having a plan B or plan C ready to implement if necessary

76
Q

An event or message that has more than one potential meaning

A

Ambiguity

77
Q

Tunnel vision

A

Fixation

78
Q

More things are happening then one person can process

A

Overload

79
Q

Indications and observations that are in conflict with expectations.

A

Unresolved discrepancy

80
Q

What is one of the common human behavior factors that leads to a loss of situational awareness

A

Tendency to ignore information that is out of context

81
Q

Which approach of leadership focuses on the personality characteristics of the leader

A

Behavior

82
Q

Management that avoids concrete issues. Weakness is the focus of the ensuing discussion

A

County club

83
Q

Management that moves the decision making from officer to the firefighter

A

Middle of the road

Fire Officer Book (30 decks)

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