Chapter 4 - Leading the Fire Company Flashcards
Equity Theory
Motivational theory in which people evaluate the outcomes they receive for their inputs and compare them with the outcomes others receive for their inputs
Expectancy Theory
Motivational theory in which people act in a manner that they believe will lead to an outcome they value
Followership
The characteristic that leaders can be effective only to the extent that followers are willing to accept their leadership
Hygiene Factors
Conditions external to the individual, such as pay and work conditions
Leadership
A complex process by which a person influences others to accomplish a mission, task, or objective and directs the organization in a way that makes it more cohesive and coherent
Motivation Factors
An individual’s internal desire for recognition, achievement, responsibility, and advancement
Power
The capacity of one party to influence another party
Reinforcement Theory
Motivational theory in which behavior is a function of its consequences
Concept
Position of Officer gives you the authority to accomplish certain tasks and objectives. This power does not make you a leader
Leadership Attributes
Beliefs, values, ethics, character, knowledge, skills
Concept
Effective leaders are good followers
Autocratic Leadership
Iron-hand approach used to maintain high personal control
Democratic Leadership
A consultative approach that recognizes the resources of the group
Laissez-faire Leadership
A free-rein approach that leaves decision making to the fire fighter rather than the officer
French and Raven Power types
Legitimate, reward, expert, referent, and coercive power
Yukl Power types
Personal and positional power
Legitimate Power
Subordinate believes that superior has the right to make the request and the subordinate has the obligation to comply
Reward Power
Subordinate complies to obtain rewards believed to be controlled by the superior
Expert Power
Subordinate complies due to a belief that the superior has special knowledge
Referent Power
Subordinate complies due to admiration of or identification with the superior and seeks approval
Coercive Power
Subordinate complies to avoid punishment believed to be controlled by the superior
Personal Power
Expert and Referent power (reflects the effectiveness of the individual)
Positional Power
Legitimate, Reward, and Coercive power (reflects the role the superior has in the organization)
Concept
A core responsibility of a fire officer is to handle emergencies effectively
Concept
The first arriving officer has additional important responsibilities, namely to establish command of the incident and to provide direction to the rest of the responding units
Who is the Officer’s primary responsibility to?
The team of firefighters under his or her direct supervision
When do you use Autocratic Leadership?
Emergency scenes or dangerous situations when immediate action is required
Concept
The scene size-up needs to be clear and concise. A fire officer who provides a calm and complete description of the situation on arrival demonstrates leadership and ability to control the action that will occur
Concept
The first arriving officer must demonstrate the ability to take control of the situation and provide specific direction to all of the units arriving
Concept
The fire department workplace environment produces a special type of bonding, but it can easily produce a variety of productivity problems, as well as behavioral traits that are often associated with a dysfunctional family
Concept
A fire officer must balance the expectations of the employer with the realities of a fire station work environment and the desire to create an effective team
Motivation Theories
Reinforcement, Motivation-hygiene, Goal-setting, Equity, Expectancy
Reinforcement Theory of Motivation
Behavior is a function of its consequences
Motivation-hygiene Theory of Motivation
Hygiene factors are external to the individual and motivation factors are internal to the individual
Goal-setting Theory of Motivation
The key to motivation is for the officer to set specific goals that will increase performance
Equity Theory of Motivation
Employees evaluate the outcomes they receive for their inputs and compare them with the outcomes others receive for their inputs
Expectancy Theory of Motivation
People act in a manner that they believe will lead to an outcome they desire
