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Fire Officer- Principles and Practices 4th ed. > Chapter 2- Understanding Leadership and Management Theories > Flashcards

Chapter 2- Understanding Leadership and Management Theories Flashcards

1
Q

What is leadership?

A
  • a process whereby one person influences a group of indivivuals to achieve a common goal
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2
Q

What is management?

A
  • a process that creates orderly results which keep something working efficiently.
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3
Q

What are the 3 approaches to leadership?(3)

A
  1. Trait approach
  2. Skills approach
  3. Behavioural approach
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4
Q

What is the Trait Approach to leadership?

A
  • Intelligence
  • Self -confidence
  • determination
  • integrity
  • sociability

** exists in a vaccuum, does not consider situational effects of leadership on a group

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5
Q

What is the Skills Approach to leadership?

A
  • Technical
  • Human
  • Conceptual
  • emphasizes the capabilities of the leader

** focuses exclusively on leader but identifies set of skills that can be developed

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6
Q

What is the Behavioural approach to leadership?

A
  • focuses on what leaders do and how they act

- emphasizes the personality characteristics of the leader

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7
Q

What are the 2 general kinds of behaviour that make up the Behavioural Approach?

A
  • Task behaviours- facilitate goal accomplishment: help members achieve objectives
  • Relationship behaviours- help followers feel comfortable with themselves, each other and with situation they are in.
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8
Q

What is the central purpose of Behavioural Approach?

A
  • to explain how leaders combine TASK and |RELATIONSHIP behaviours to influence follers in their efforts to reach a goal.
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9
Q

What is crew resource management? (Blake/Mouton’s Managerial Grid)

A
  • a grid theory based on experiments to increase leadership effectiveness in 1990s
  • a type of leadership method used to improve incident safety in the fire service
  • assumes that every decision and action taken are driven by people’s values, attitudes and beliefs
  • a concern for people and concern for results
  • describes 5 management styles
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10
Q

What are the 5 styles of crew resource management (Blake/ Mouton’s Managerial Grid)?

A
  1. Improverished Managament
  2. Authority- Compliance Management
  3. Country Club Management
  4. Middle-of-the-Road Management
  5. Team Management
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11
Q

What is Improverished (indifferent) Management style?

A
  • represents the lowest level of concern for both results and people
  • an indifferent manager goes through motion of work, doing enough to get by, but rarely make an effort to do more
  • relies heavily on instruction and process, depending on others to outline what needs to be done; avoids personal responsibility
  • “it is not my problem”
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12
Q

What is the Authority- Compliance (controlling) Management style?

A
  • manager demonstrates HIGH need for results with LOW concern for others
  • brings determination, focus, drive for success; highly trained, organized, experienced, qualified to lead team
  • low concern for others prevents manager from being aware of others involved, beyond what is expected of them
  • demonstrates AUTOCRATIC leadeship style
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13
Q

When is the autocratic leaderhip style found within the Authority- Compliance (controlling) Management required? (2)

A
  1. when fire company involved in high-risk emergency scene activity (ex. primary search)- no time for discussion, no experiements with alternative approaches
  2. when FO needs to take immediate corrective supervisory activity- “control, neutralize, command”- must be in control
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14
Q

What is the Country Club (accomodating) Management style?

A
  • demonstrates low concern for results and high concern for other people
  • heightened awareness of others, and always considers how actions will affect them; aware of feelings
  • approachable, fun, friendly, ready to listen w/ sympathy and encouragement
  • consequence is avoidance of concrete issues
  • diametrically opposed to Authority- Compliance (controlling) management style
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15
Q

What is the MIddle-of-the-Road (status quo) Management style?

A
  • belief of an inherent contradiction between concerns for results and for people and does not value one concern over the other
  • moderates between both
  • objective is to “play it safe” and work towards acceptable solutions that follow proven methods
  • avoids risk by manintaining tried-and-true course, follows popular opinion and norms without pushing too hard
  • emphasis on maintaining popular status within team
  • intelligent and informed enough to persuade people, but less then they want and less than they could achieve
  • appears unbiased and impartial, but represents narrow view that underestimates people, results, and power of change
  • laissez-faire leadership that moves decision making from FO to FF
  • effective with experienced FF and when handling routine duties that pose little hazard
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16
Q

What is the Team (sound) Management style?

A
  • sees no contradiction in high concern for people AND results
  • allows for freedom to test limits of success with enthusiasm and confidence
  • based on “what’s right”, not “who’s right”
  • preferred management style for successful FO
  • demonstrates democratic leadership style; consultative approach
  • depends on skills and experience of individual team members
  • execution of team developed plan involves autocratic command style
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17
Q

What is Situational Leadership?

A
  • composed of both a directive and a supportive dimension
  • based on assumption that followers’ skills and motivation vary over time, so leader should change degree to which they are directive or supportive to meet changing needs of followers.
  • recognize what followers need and then adapt their own style to meet those needs
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18
Q

What are the 4 categories of Situational (directive/supportive behaviour) Leadership?

A
  1. S1- high directive- low supportive (directing)
  2. S2 - high directive- high supportive (coaching)
  3. S3- high supportive- low directive (supporting)
  4. S4 - low supportive- low directive (delegative)
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19
Q

What is the S1 high directive- low supportive (directing) behviour of Situational Leadership?

A
  • leader focuses on goal achivement by providing direct instruction on what is to be done, under close supervision
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20
Q

What is the S2- high-directive- high supportive (coaching) style behaviour of Situational Leadership?

A
  • leader focuses on both the goal and meeting the follower’s socioemotional needs; give encouragement and asks for input
  • leader retains requirement to make final decision on goal achievement
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21
Q

What is S3- high supportive- low directive (supporting) behaviour of Situational Leadership?

A
  • leader uses supportive behaviours to bring out follower’s skills around goal to be accomplished
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22
Q

What is S4- low supportive- low directive behaviour (delegating) behaviour of Situational Leadership?

A

group agrees on goal, leader allows followers responsibility to accomplish the goal

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23
Q

What is Transformational Leadership?

A
  • gives attention to charismatic and affective elements of leadership
  • it is a process that changes and transforms people
  • concerned with emotions, values, ethics, standards and long-term goals
  • it includes assessing follower’s motives, satisfying their needs and treating them as full human beings
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24
Q

What are the 5 ways leaders demonstrate transformational leadership? (5)

A
  1. Provide strong role models for the beliefs and values they want their followers to adopt.
  2. Being charasmatic leaders who appear competent to their followers
  3. Articulating ideological goals that have moral overtones.
  4. Communicating high expectations for followers and exhibit confidence in the follower’s ability ot meet these expectations.
  5. Arousing task-relevant motive in followers that may include affiliation, power, esteem.
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25
Q

What are the 5 fundamental practices that enable transformational leaders to get extraordinary results?

A
  1. Model the way.
  2. Inspire a shared vision
  3. Challenge the process
  4. Enable others to act
  5. Encourage the heart.

** utilizes a 360degree feedback process and focuses on developing a compelling vision for leader

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26
Q

What is Authentic Leadership?

A
  • recent area of leadership research interest
  • does not have clear definition
  • looks at intrapersonal perspective, looking at leader’s self-knowledge, self-regulation, and self- concept; nutured by the leader
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27
Q

What are the 5 dimensions of authentic leadership?

A
  1. Purpose
  2. Values
  3. Relationships
  4. Self- discipline
  5. Heart
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28
Q

What is Servant Leadership?

A
  • an approach that focuses on leadership from the POV of the leader and his behviours.
  • emphasizes leaders be attentive to the concerns of their followers, empathize with them, and nuture them.
  • put followers first, empower them, and help them develop the full potential capacities
  • has been a focused interest of IAFC for FO development
  • increased buy-in from crew when they feel their needs are being addressed; not jst leader thinking of himself
29
Q

What is the premier skill of Servant Leadership

A
  • listening
30
Q

What questions can a Servant Leader ask himself? (6)

A
  1. does my body/ face show that I am involved in the conversation?
  2. am I interrupting/hurrying the person?
  3. am I asking appropriate, open questions?
  4. am I using my own words to clarify the person’s message and reflect his feelings?
  5. am I not judging, criticizing, analyzing or trying to fix the person?
  6. am I responding to feedback in a non-defensive manner?
31
Q

What is Adaptive Leadership?

A
  • how leaders encourage people to adapt when confronted w/ problems, challenges, and changes.
  • focuses on activities of leader in relation to the work of the followers when confronted w/ technical or adaptive challenge.
32
Q

What are the 6 leadership behaviours of adaptive leadership? (6)

A
  1. Get on the balcony
  2. Identify the adaptive challenge
  3. Regulate distress.
  4. Maintain disciplined attention
  5. Give the work back to the people.
  6. Protect leadership voices from below.
33
Q

What is Followership?

A
  • process whereby an individual/s accepts the influence of others to accomplish a common goal
  • involves a power differential between the follower and leader
  • followers defer to leader’s power
  • FO is both the leader and follower
  • leads fire company but follows leadership from higher level
  • FO is messanger of news from higher up
34
Q

How is power used as a Leadership resource?

A
  • power is capacity of one party to influence another party
35
Q

What is social power?

A
  • is result of “target person’s” response from the “agent” making a request.
36
Q

What are the 5 types of power used as a Leadership resource? (5)

A
  1. Legitimate power- the target person believes that the agent has the right to make a request and the target person has the obligation to comply. ex. IC reassigns ventilation sector.
  2. Reward power- targey person complies to obtain rewards believed to be controlled from agent
  3. Expert power- target person complies due to belief that agent has special knowledge
  4. Referent power-target person complies due to admiration/ identification with agent and seeks approval
  5. Coercive power- target person complies to avoid punishment believed ot be controlled by agent.
37
Q

Which of the 5 types of power are used as Personal power?

A
  • Expert and Referent power

- these reflect effectiveness of individual

38
Q

Which of the 5 types of power are used in Positional power?

A
  • Legitimate, reward, and coercive power

- defined by role of individual has withing organization.

39
Q

What is Information power?

A
  • control over information.

- unlinke Expert power, inofrmaton power is based on target person’s assessment of agent’s ability to obtain info

40
Q

What is Ecological power?

A
  • control over physical environment, technology, or organization of work
  • target person’s behaviour is based on perceptions of opportunities and constraints.
41
Q

What are 2 unique Leadership challenges the FO encounters when considering work environment (2)?

A
  1. the fire station as a work location

2. leading a volunteer fire company

42
Q

What are the challenges and solutions of the fire station as a workplace environment?

A
  • fire station is a “home away from home” while on shift
  • case law and and administrative actions reinforce the notion that the firehall is a local governemnt facility, subject to same rules and expectations as any other workplace.
    1. Educate employess on workplace rules and regs. that define expected behaviour
    2. Promote use of “on-duty speech”. Do not change how FFs think, but establish environment where certain behaviours and words are not used
    3. Be the designated adult- model appropriate behaviour.
43
Q

What is Human Resources Management?

A
  • the task of managing people using physical, financial, and time assets
44
Q

What are the functions of Human Resources? (7)

A
  1. HR planning
  2. Employee (labour) relations
  3. Staffing
  4. HR development
  5. Performance management
  6. Compensation and benefits
  7. Employee health, safety and security
45
Q

What is a Mission Statement?

A
  • is a formal document that outlines the basic reason for the organization’s existence and states how it sees itself.
46
Q

What is delegation and how and why is it used?

A
  • allows subordinates to complete tasks they are capable of performing; allows them to grow.
  • allows FO to improve better use of time for tasks that cannot be delegated
  • FO should follow-up and provide feedback to FF
47
Q

What are the 7 steps in effective delegation?

A
  1. Define your desired results
  2. Select the appropriate FF
  3. Determine the level of delegation
  4. Clarify expectations
  5. Give authority
  6. Provide background information
  7. Arrange feedback during the process.

** ultimately, FO is responsible for work delegated

48
Q

What is Crew Resource Management (CRM)?

A
  • is a behavioural approach to reducing human error in high-risk or high- consequence activities.
49
Q

What are the reasons and ways humans make mistakes? (dirty dozen)

A
  1. Lack of communication
  2. Complacency
  3. Lack of knowledge
  4. Distraction
  5. Lack of teamwork
  6. Fatigue
  7. Lack of resources
  8. Pressure
  9. Lack of assertiveness
  10. Stress
  11. Lack of awareness
  12. Norms
50
Q

What is an active failure in regards to human error?

A
  • is an unsafe act committed by people who are in direct conatct with the situation or system.
  • ex. not wearing a seatbelt while in a moving vehicle
51
Q

What are latent conditions in regards to human error?

A
  • are the inevitable conditions within the system.
  • these conditions have 2 types of adverse effects:
    1. they can translate into error-provoking conditions within the local workplace. ex. time pressue, understaffing, fatigue
    2. they can create long-lasting weaknesses in defenses. ex. untrustworthy alarms, design and construction deficiencies
52
Q

How is CRM an error management model?(3)

A
  • it incorporates 3 activities:
    1. Error avoidance- opportunity for trapping/preventing errors from becoming catastrophic
    2. Entrapment- errors not avoided are trapped at 2nd level.
    3. Mitigation- errors not avoided or trapped have to be mitigated. ex. FD responding to an emergency.
53
Q

What are the 6 areas of the CRM model?(6)

A
  1. Communication skills
  2. Teamwork
  3. Task Allocation
  4. Critical decision making
  5. Situational awareness
  6. Postincident analysis
54
Q

How are Communication Skills used in regards to to the fire service CRM?

A
  • communication is the successful transfer and understanding of thought from one person to another.
  • develop a standard language and teach appropriate assertive behaviour to avoid errors resulting from miscommunication
  • create climate where the freedom to question is encouraged, respectfully
  • members need ot speak directly in a manner that does not challenge the authority of superior
  • should not focus on “who” is right but “what” is right.
55
Q

How do “inquiry” and “advocacy” affect the fire service CRM model?

A
  • they are discrete, learnable skills that promote synergy between mechanical element and human players in scenerio.

INQUIRY- process of questioning a situation that causes concern

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

56
Q

What are the 5 steps to the Assertive Statement Process?

A
  • encompasses the communications steps of inquiry and advocacy
  1. Use an opener: “Hey, Chief”
  2. State your concern
  3. State the problem as you see it.
    4 State a solution
  4. Obtain agreement or buy-in
57
Q

What 2 components are essential of the communication segment of fire service CRM?

A
  • inquiry and advocacy
  • assertive statement

** effective listening is important as well

58
Q

What are the 3 componenets of the Leadership triangle? (3)

A
  1. Effective Leadership
  2. Trust and respect- of subordinates must be earned by FO
  3. Leadership skills
59
Q

What 3 competencies is respect based on? (3)

A
  1. Personal competency- refers to an individuals own internal strengths, capabilities, and character
  2. Technical capabilities- refers to an individuals ability to perform tasks that require specific knowledge or skills
  3. Social competence- refers to the person’s ability to interact effectively with other people
60
Q

What is Task Allocations?

A
  • refers to dividing responsibilities among individuals and tream in a manner that allows them to be accomplished effectively.
61
Q

What are the 3 categories of multitasking ability?

A
  1. FO is always overwhelmed and believe that he becomes more effective as situation becomes more hectic.
  2. FO becomes overwhelmeed before even has fully played out
  3. FO effectively assesses the incident, calls for additionak resources early, and manages to stay ahead of unfolding
62
Q

What are the 2 models of Critical Decision Making?(2)

A
  1. Recognition-primed decision making (RPD).
    • describes how commanders can recognize plausible plan of action
  2. Nauralistic decision making- describes hoe commanders make decisions in their natural environmen.

*** decision making is improved through gaining experience, training constantly, improving commmunication skills and engaging in preincident planning.

63
Q

What is Situational Awareness?

A
  • is ongoing activity of assessing what is going on around you during a fire incident.
64
Q

What are the steps to maintaining emergency scene situational awareness? (6)

A
  1. Fight the fire: all members must focus attention on task at hand.
  2. Assess problems in the time available: not always time available to make drawn out decisions- but need to take enought time to grasp entire situation
  3. Gather information from all sources: members of crew, additional arriving apparatus
  4. Choose best option:
  5. Monitor results and alter plan as necessary: be flexible
  6. Be aware of situational loss factors:
    • ambiguity
    • fixation- tunnel vision
    • distraction
    • overload:
    • complacency:
    • improper procedure:
    • unresolved discrepancy
    • nobody fighting the fire
65
Q

What is an aviation practice that can help maintain situational awareness?

A

is to say a checklist out loud when preparing fora low frequencey/ high risk task

66
Q

What is a post- incident analysis?

A
  • in most cases, it is an informal discussion conducted by the company officer to review the incident, discuss the situation, and evaluate team performance.
  • viewed as potential learning experience and officer should provide feedback to crew members to reinforce positive performance and identify areas where there is room for improvement
67
Q

Steps for post- incident analysis

A
  1. start with overview of presentation of background, basic info about incide, incl. timeline and units dispatched
  2. 1st arriving officer shoud be first to describe situation as presented on arrival and actions taken
  3. each successive company should take a turn explaining what they saw and did.
  4. input should produce complete diagram of incident
  5. analysis should be directed at key factors, including initial strategy how/ if changed, how command structure was developed, how resources were allocated and which special/ unusual problems were encountered
68
Q

The role of SOGs in postincident analysis

A
  • were they followed and how well they worked in relation to actual situation
  • differentiate between problems that occurred because procedures were not followed and areas where SOGs should be changed/ updated
69
Q

Documentation and follow-up of postincident analysis

A
  • write a summary of incident for departmental records in standard format
  • allows for recommendations for future changes
  • Training Department should review for trainig deficiencies and needs

Fire Officer- Principles and Practices 4th ed. (8 decks)

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