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CO Book Flashcards

1
Q

What are some of the powerful trends listed that are likely to continue shaping the fire service? (p.2)
POET SOLE

A

Political, ethical, sociological, and legal

POET SOLE

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2
Q

According to Chapter 1, Leadership, where and when were the earliest known fire organizations?

A

In the Holy Roman Empire, a Corps of Vigils starting in AD6

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3
Q

According to Chapter 1, Leadership, where were the earliest fire service efforts in the United States?

A

In Virginia from the time of the Jamestown colonies

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4
Q

According to Chapter 1, Leadership, today, municipal fire protection is a generally accepted function of ____ _____ services that may be provided in a variety of ways

A

local governmental services

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5
Q

According to Chapter 1, Leadership, what are the 5 ways listed as established routes through which fire protection and suppression services are delivered?

A

1 The municipal public fire department (career, volunteer, combination, or contract)
2 The fire bureau (a division within a public safety department)
3 The county fire department
4 The fire protection district (authority)
5 A private provider or contractor

PBC-MD

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6
Q

According to Chapter 1, Leadership, regardless of the route through which fire services are delivered, what is the one constant?

A

Chief officers will continue to face challenges in managing delivery of the service and their ability to lead will impact the success or failure of the organization

(Challenges delivering service; leadership ability determines success and failure)

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7
Q

According to Chapter 1, Leadership, by joining the fire service, a person becomes part of an american tradition that dates back how many years?

A

More than 350

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8
Q

According to Chapter 1, Leadership, what are some of the new challenges faced by today’s fire service member?

A

Those relating to two-wage-earner families
Less forgiving non-fire service employers (time off to respond)
and Expanded involvement in family obligations

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9
Q

According to Chapter 1, Leadership, what are some of the issues that have hurt recruitment efforts and negatively impacted member retention?(4, CaSSHo)

A

Occupational cancer
Post-incident stress
Increased suicide
Hostile Events

(CaSSHo - Cancer, Suicides, Stress, hostile)

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10
Q

According to Chapter 1, Leadership, what is the NFPA standard that specifies a series of skills to be acquired if an individual is to rise through he fire officer ranks?

A

NFPA 1021

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11
Q

According to Chapter 1, Leadership, what is NFPA 1021 (what is its title? hint: SFOPQ)

A

Standard for Fire Officer Professional Qualifications

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12
Q

According to Chapter 1, Leadership, how many levels of fire officer are defined by NFPA 1021 and how are they generally applied

A

There are 4 levels of fire officer
FO1, or Lieutenant, generally supervise a single fire company or apparatus
FO2, or Captain, is generally the senior non-chief officer in a larger fire department. They could be in charge of a multiunit station or be in charge of a larger group performing a specialized service
FO III and FO IV are the upper levels of the progressive sequence of supervison and leadership

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13
Q

According to Chapter 1, Leadership, the FO III might work in what positions?

A

Might work as a Battalion Chief or District Chief in a large department or as a Deputy Chief in a smaller department

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14
Q

According to Chapter 1, Leadership, what position do personnel at FO IV level tend to be?

A

Fire chiefs or hold senior positions in charge of a major component of the fire department

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15
Q

According to Chapter 1, Leadership, how did Kevin Kruse define leadership?
(SI, ME, AG)

A

“…a process of social influence, which maximizes the efforts of others, towards the achievement of a goal.”
(PSI, max effort others, goal)

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16
Q

According to Chapter 1, Leadership, Kevin Kruse’s definition of leadership includes the following: Leadership stems from _____ _____, not power and authority.

A

Social Influence

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17
Q

According to Chapter 1, Leadership, Kevin Kruse’s definition of leadership includes the following: Leadership requires ______, and that implies they don’t need to be direct reports

A

Others

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18
Q

According to Chapter 1, Leadership, Kevin Kruse’s definition of leadership includes the following: There is no mention of P______- T_____, A______, or even a T______. There are many styles and paths to effective leadership

A

personality traits, attributes, or even a title
(PAT)

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19
Q

According to Chapter 1, Leadership, Kevin Kruse’s definition of leadership includes the following: Leadership requires a ______; leaders do not influence without an intended ________

A

Goal; Outcome

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20
Q

According to Chapter 1, Leadership, Kevin Kruse’s definition of leadership includes the following: Leadership involves the maximization of _______.

A

Efforts

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21
Q

According to Chapter 1, Leadership, a correlation exists between diminished ____ ____ and an increased _____ to both the members of the fire service and the citizens they serve

A

leadership skills and an increased danger

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22
Q

According to Chapter 1, Leadership, what is the name of the initiatives developed to guide chief officers in enhancing the safety of their operations?

A

The 16 FF Life Safety Initiatives

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23
Q

According to Chapter 1, Leadership, what are the three organizational components that comprise the “skeleton” of the organization; What are the three parts of a fire organization?
(PBS)

A

Structure, Process, and Behavior (p.6)

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24
Q

According to Chapter 1, Leadership,
What is defined as A pattern of jobs and groups of jobs in an organization

A

Structure
(Remember Organizational structure)

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25
Q

According to Chapter 1, Leadership, what is the term for an administrative group set in a hierarchy of authority

A

bureaucracy

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26
Q

According to Chapter 1, Leadership, most fire departments are designed as a _______, as are most other governmental entities

A

bureaucracy

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27
Q

According to Chapter 1, Leadership, what is the term for an ORGANIZATIONAL PHILOSOPHY characterized by flexible integrative behavior

A

adhocracy
Adhoc = FIB (flexible integrative behavior)

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28
Q

According to Chapter 1, Leadership, what is the organizational model that is more responsive to change and timely in initiating action?

A

adhocracy

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29
Q

According to Chapter 1, Leadership,
What is defined as the activities/interactions that breathe life into the structure of an organization

A

Process

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30
Q

According to Chapter 1, Leadership, what is the term for the pattern of interactions that allows for the conduct of business and the accomplishments of missions, goals, and objectives in an organization;
also defined as the pattern of interactions that breathe life into the structure of an organization

A

process

(a pattern for mission, goals, and objectives)

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31
Q

According to Chapter 1, Leadership, patterns of i_____ is the term used to describe things such as communications, decision making, socialization, career development and organizational design and development

A

Patterns of interactions (p.6 “process”)
communication/socialization/career development, these are all interactions

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32
Q

According to Chapter 1, Leadership,
What is defined as A multidisciplinary INTERACTION among people and their organization

A

Behavior
(how you interact with the organization and others)

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33
Q

According to Chapter 1, Leadership, what is the term for how people act and interact that is based on individual experiences, perceptions, or personal dealings?

A

Behavior

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34
Q

According to Chapter 1, Leadership, organizational climate is very important in gauging the _____ of the department

A

Pulse (p.6 under “behavior”)

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35
Q

According to Chapter 1, Leadership, what are the ORGANIZATIONAL ELEMENTS that provide a roadmap for both the chief officer and the crew?

A

Vision, Mission, Goals, and Objectives
(org elements = GO ViMi)

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36
Q

According to Chapter 1, Leadership, what is the term for a COLLABORATIVE effort between management and labor to envision where the organization will be in the FUTURE?

A

Vision

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37
Q

According to Chapter 1, Leadership, what is the item said to support a department’s vision?

A

a strategic plan

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38
Q

According to Chapter 1, Leadership, once the _____ and ____ ____ are created, everything else should align with these elements - the mission statement, goals, objectives, tasks, action officers, and timeline to accomplish the tasks

A

Vision and strategic plan

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39
Q

True of False: According to Chapter 1, Leadership, Leaders MUST seek and cultivate member support of the department’s vision and contributing components, and it is beneficial to enlist member input in developing the department’s vision

A

That is fuckin true…

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40
Q

According to Chapter 1, Leadership, what is the term for the ORGANIZATIONAL ELEMENT that is the reason that the organization exists

A

Mission

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41
Q

According to Chapter 1, Leadership, what should capture the essence of the organization

A

a mission statement

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42
Q

According to Chapter 1, Leadership, how should a mission statement be “formatted” and what is the true test of a good mission statement

A

It should be short and easy to remember.
True test: ask department members what their mission statement is and what it means. if few people can recite it, consider changing it.

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43
Q

According to Chapter 1, Leadership, what is the term for the ORGANIZATIONAL ELEMENT that is something that provides the purpose toward which an organization strives?

A

Goals
You strive towards your goals

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44
Q

According to Chapter 1, Leadership, given the competitive nature of FF’s, which ORGANIZATIONAL ELEMENT can serve to motivate individuals and teams to improve, reach further, and work harder?

A

Goals (p.7)

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45
Q

According to Chapter 1, Leadership, what MUST goals be?

A

achievable

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46
Q

According to Chapter 1, Leadership, what is the term for the ORGANIZATIONAL ELEMENT that is the tasks that must be accomplished if an organization is to meet its goals and fulfill its mission?

A

Objectives

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47
Q

According to Chapter 1, Leadership, tasks and subtasks in your OBJECTIVES should align with the ______ of the organization

A

goals

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48
Q

According to Chapter 1, Leadership, once the objectives are created, what is it important to do to ensure the tasks get completed?

A

Assign a committee or individual to be accountable for completing these tasks.
A timeline is also important so employees know how long they have

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49
Q

According to Chapter 1, Leadership, what are the ORGANIZATIONAL ELEMENTS AFFECTING LEADERSHIP (3)

A

Division of work
Culture
Trends

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50
Q

According to Chapter 1, Leadership, what are the three organizational TRENDS listed within the organizational elements affecting change? (p.9)

A

Regionalization
Flat Organizations
Flexibility

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51
Q

According to Chapter 1, Leadership, what is the most basic organizational principle for a fire department?

A

The division of work among the operating units and their individual members

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52
Q

According to Chapter 1, Leadership, what is the term for the beliefs, values, and norms shared by members of an organization?

A

Organizational Culture

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53
Q

According to Chapter 1, Leadership, how does organizational culture exist with the OFFICIAL organizational culture

A

Parallel to, never as part of

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54
Q

According to Chapter 1, Leadership, what is the term for beliefs, values, and norms that generally go UNdocumented, as learning them is part of the rite of passage of members new to the organization?

A

Organizational CULTURES (meef)

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55
Q

According to Chapter 1, Leadership, what is the ORGANIZATIONAL CULTURE ELEMENT for a common interpretation of events (e.g. “frequent flyers”)

A

Shared meanings

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56
Q

According to Chapter 1, Leadership, what is the ORGANIZATIONAL CULTURE ELEMENT for an accepted mentality, importance of safety concerns (e.g. aggressive firefighting, wearing seatbelts)

A

Basic Values

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57
Q

According to Chapter 1, Leadership, what is the ORGANIZATIONAL CULTURE ELEMENT for stories of the big one and who played what role, the long departed firefighter who had more fire credibility /leadership than any officer, etc.

A

Myths, legends, heroes, and heroines

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58
Q

According to Chapter 1, Leadership, what is the ORGANIZATIONAL CULTURE ELEMENT for t-shirts, tattoos, company logos?

A

Emblems

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59
Q

According to Chapter 1, Leadership, what is the ORGANIZATIONAL CULTURE ELEMENT for “wet-downs” at the completion of basic training?

A

Rituals

60
Q

According to Chapter 1, Leadership, safe habits learned, are safe habits ______

A

Practiced

61
Q

According to Chapter 1, Leadership, what. do researchers and consultants often look for when seeking to evaluate an organization?

CAN PROBABLY DELETE THIS CARD

A

Historical and emerging trends

62
Q

According to Chapter 1, leadership, what are the 3 TRENDS listed that leaders may follow as they search for more effective and efficient organizations that help address community needs?

A

Regionalization, Flat Organizations, and Flexibility

63
Q

According to Chapter 1, Leadership, which TREND is the fire service equivalent of globalization?

A

regionalization

64
Q

According to Chapter 1, Leadership, which TREND ranges from sharing of specific services or facilities to consolidation of fire departments across regions driven by interests in more efficient, less costly operations

A

Regionalization

65
Q

According to Chapter 1, Leadership, which TREND is listed for organizations with fewer layers of supervision and management and more front-line workers?

A

Flat Organizations

66
Q

According to Chapter 1, Leadership, which TREND is the term for a variation of a flatter organization that sheds costs by reducing or eliminating certain outputs or services

A

the slimmer organization (slim eliminates services)

67
Q

According to Chapter 1, Leadership, what is the TREND for an organization that reduces responses to automatic alarms or to minor medical emergencies?

A

A slimmer organization (reducing output/services)

68
Q

According to Chapter 1, Leadership, which TREND has become a high priority in the interests of effectiveness and efficiency

A

Flexibility

69
Q

According to Chapter 1, Leadership, what is an example of an introduction of the TREND of flexibility to fire service organizations?

A

The development and introduction of NIMS incident command systems (ICS). a framework that can be applied to all emergency situations

70
Q

According to Chapter 1, Leadership, what is the term for something that can be developed by combining various aspects of different leadership theories into an approach that best typifies leadership demands?

A

A leadership plan (p.10, Leadership theories for the fire service)
(Combines various aspects of different leadership theories)

71
Q

According to Chapter 1, Leadership, what are two LEADERSHIP PLANS that should be explored because they affect any model of fire service leadership?

A

People-oriented vs. Task-oriented (p.10)

72
Q

According to Chapter 1, Leadership, Chief officers practicing P_______ O_____ LEADERSHIP PLAN show a greater concern for the employees than the task

A

people-oriented

73
Q

According to Chapter 1, Leadership, Chief officers practicing in the task-oriented LEADERSHIP PLAN are more focussed on the accomplishment of the task then the ______

A

individual assigned to accomplish the task

74
Q

According to Chapter 1, Leadership, what are the 4 LEADERSHIP THEORIES FOR THE FIRE SERVICE listed?
MFDL
Mother Fuckers Don’t Lead

A

Military model
Fire service leadership model
Delegation
Leading vs Managing
“Mother Fuckers Don’t Lead”

75
Q

According to Chapter 1, Leadership, in the MILITARY MODEL LEADERSHIP THEORY, difficult situations can be resolved only by accurate and timely _______ and clear and concise ______.

A

Decision; orders

76
Q

According to Chapter 1, Leadership, Leadership in the FIRE SERVICE LEADERSHIP MODEL THEORY requires integrating Su_____ and Co____ for people with consideration of the En_____ and potential tasks

A

support and concern for people with consideration of the environment and potential tasks

77
Q

According to Chapter 1, Leadership, what does the acronym LEADERSHIP, from the FIRE SERVICE LEADERSHIP MODEL and Michell Waite’s Fire Service Leadership: Theories and Practices stand for?
LF
EC
AMC (add my cow)
DAE
EnF
ReF
ShK
Ho
InP
PrF

A

Lead from the front
Effectively communicate
Advise, mentor, counsel (AMC)
Decide, act, evaluate (DAE)
Envision the future
Remain flexible
Share your knowledge
Honesty is always right
Invest in your personnel
Prepare to fail, if you fail to prepare

78
Q

According to Chapter 1, Leadership, according to the FIRE SERVICE LEADERSHIP MODEL, REAL failure and lack or leadership form from the inability to?

A

To make decisions (P.12)

79
Q

According to Chapter 1, Leadership, what is the organization type in which the general operational model is that if something is not forbidden in writing, then it must be okay?

A

Rules-based organization (p.12, chief officer tip)

80
Q

According to Chapter 1, Leadership, what is the organization type in which leaders must decide which actions are acceptable based on the established values of the organization?

A

Values-based organization

81
Q

According to Chapter 1, Leadership, which LEADERSHIP THEORY FOR THE FIRE SERVICE is an important component of succession planning, helping to identify worthy candidates for further mentoring

A

delegation

82
Q

According to Chapter 1, Leadership, which LEADERSHIP THEORY FOR THE FIRE SERVICE is a participative process that vies the person to whom a task has been assigned a wide latitude to make the decisions necessary to accomplish the task, while not abandoning responsibility of the rank or the final quality of the assigned task

A

delegation (definition, p.27 and 392)

83
Q

According to Chapter 1, Leadership, in the leadership vs managing LEADERSHIP THEORY, _______ is influence

A

leadership

84
Q

According to Chapter 1, Leadership, according to the LEADERSHIP THEORY LEADING VS MANAGING, Leadership is focussed on influencing people to take action to achieve a desired ____ ____

A

end state

85
Q

According to Chapter 1, Leadership, according to the LEADERSHIP THEORY LEADING VS MANAGING, Management is more in alignment with ________ leadership, whereas leaders are more ________ in nature.

A

Transactional leadership; transformational (p.12)

86
Q

According to Chapter 1, Leadership, Chief officers should not debate whether it is more important to be a _____ or a _____. Both skills have their place in administration.

A

leader or a manager (p.13 chief officer tip)

87
Q

According to Chapter 1, Leadership, what are the SEVEN recognized organizational powers? LIC REER

A

“LIC REER”

Legitimate
Informational
Coercive

Reward
Expert
Ecological
Referent

88
Q

According to Chapter 1, Leadership, which organizational power is when subordinates comply with the leader’s request due to a belief that the leader has special knowledge?

A

Expert Power

89
Q

According to Chapter 1, Leadership, which organizational power is when subordinates comply with the leaders requests to avoid punishment?

A

Coercive power

90
Q

According to Chapter 1, Leadership, which organizational power is when subordinates comply with a leader’s requests due to admiration of or identification with the leader?

A

Referent power (they revere them)

91
Q

According to Chapter 1, Leadership, what are the 6 LEADERSHIP STYLES discussed?

A

Charismatic Leadership
Situational Leadership
Contingency Leadership
Citizen Leadership
Servant Leadership
Transformational/Transactional Leadership Continuum
CCCSST

92
Q

According to Chapter 1, Leadership, what are the three primary criteria that define the charismatic LEADERSHIP STYLE? (HINT 3 “En’S”)

A

Envisioning, energizing, and enabling

93
Q

According to Chapter 1, Leadership, what are the 5 leadership competencies/techniques that provide charismatic leaders with the power they posses?
C-EVES

A

Compelling Vision
Personal excitement
Personal Confidence
Seeking, finding, using success
Empathizing

C-EVES = Confidence, excitement, vision, empathizing, success

94
Q

According to Chapter 1, Leadership, what are the 4 limitations of the charismatic leadership style?
(U E/d on l/r d/a m)

A

1 Leader sets unrealistic expectations
2 People become dependent on the leader
3 People become reluctant to disagree with the leader
4 The leader must deliver an aura of continuing magic

(Unrealistic expectations, dependent on the leader, reluctant to disagree, constant need for magic)

95
Q

According to Chapter 1, Leadership, the charismatic leadership style is limited to the skill of the _______.

A

individual leader (p.17)

96
Q

According to Chapter 1, Leadership, someone who is using the charismatic leadership school of thought suggest that both the task and the ______ who will accomplish the task are placed at a level ______ with the leader

A

task and the people who will accomplish the task; lower

97
Q

According to Chapter 1, Leadership, list the 4 attributes of the charismatic leadership school of thought
(St - - Vi)
(charismatic bitches eat vagina)

A

S(ome) B(itches) E(at), V(igina)
Strong, Believe, Energizes, Vision

1 The leader is STRONG
2 Followers can BELIEVE in the leader
3 The leader ENERGIZES the group
4 The leader has a VISION

98
Q

According to Chapter 1, Leadership, what is the LEADERSHIP STYLE that is an attempt to demonstrate the appropriate relationship between the leader’s behavior and an aspect of a situation - the readiness levels of the followers

A

Situational leadership

99
Q

According to Chapter 1, Leadership, in the SITUATIONAL LEADERSHIP STYLE, a leader’s success depends on their ability to ______ and read the ______ of their followers in any given situation, hence the name situational leadership

A

understand and read the readiness

100
Q

According to Chapter 1, Leadership, in THE SITUATIONAL LEADERSHIP STYLE, _______ is defined as the ability and willingness of followers to perform a certain task

A

Readiness

101
Q

According to Chapter 1, Leadership, what is the LEADERSHIP STYLE that requires a great deal of day-to-day interaction between the leader and follower to assure that the follower is ready when the time comes to act?

A

Situational Leadership

102
Q

According to Chapter 1, Leadership, which LEADERSHIP STYLE is focussed on people accomplishing a task and is similar to situational leadership?

A

Contingency Leadership

103
Q

According to Chapter 1, Leadership, what is the LEADERSHIP STYLE (not one of the primary ones listed in the chapter) that is appropriate when leading employee’s who have demonstrated the ability to perform at a high level without supervision and are judged to be competent in the assigned task?

A

Delegating leadership style (p.17 chief officer tip)

104
Q

According to Chapter 1, Leadership, which leadership style has a basic premise that involves the relationship between task orientation and relationship orientation and is similar to situational leadership?

A

Contingency leadership

105
Q

According to Chapter 1, Leadership, in the contingency approach, issues of task orientation are paired with the relationship the _______ has with the ______.

A

relationship the follower has with the leader (p.18)

106
Q

According to Chapter 1, Leadership, in situational leadership, the willingness of the follower to perform is based more on the needs of the ________.

A

Organization (p.18)

107
Q

According to Chapter 1, Leadership, In contingency leadership, the focus is on the _______ accomplishing the task, rather than on the _____ itself.

A

People; Task

108
Q

According to Chapter 1, Leadership, what are the 4 attributes of contingency leadership that focus on the impact on PEOPLE rather than on the task?
CKCU

A

1 Competition to strengthen the team
2 Knowing the members to create a solid team
3 Concern for team members
4 Thorough understanding of the organization and its task structure

Com K Con U = contingency attributes

109
Q

According to Chapter 1, Leadership, what is the leadership style in which the leaders can sometimes be expected to evolve from within a societal context?

A

Citizen Leadership

110
Q

According to Chapter 1, Leadership, Which leadership style can be demonstrated in a volunteer department when leaders are elected to their position, or in a career department when a lower positioned employee is asked or required to “act up” into a position of higher authority due to an absence of the higher-ranking officer?

A

Citizen Leadership.
In both cases the new leader will suddenly find themself temporarily leading based on the perception of their leadership abilities (p.18 chief officer tip)

111
Q

According to Chapter 1, Leadership, what is the basic component for creating effective CITIZEN leadership?
(CFTF)

A

Concern for the follower

112
Q

According to Chapter 1, Leadership, what is THE NEED that differentiates citizen leadership from the other leadership styles?

A

The need for equal treatment

113
Q

According to Chapter 1, Leadership, citizen leadership often emerges within a D_________. A person is selected or elected by _____ ____ to lead the team

A

democracy; their peers

114
Q

According to Chapter 1, Leadership, the term Servant Leadership refers to being WHAT first and WHAT second?

A

A servant first and a leader second

115
Q

According to Chapter 1, Leadership, what leadership style is demonstrated when a chief officer shows interest in the emotional well-being and level of KSA’s of those being lead?

A

Servant leadership.
The Chief officer can also demonstrate servant leadership by becoming involved in the counseling of subordinates on personal issues

116
Q

According to Chapter 1, Leadership, what are the 5 ways of being that James Autry lists that serve as the underpinnings of his theories regarding servant leadership?(AAVPU)

A

1 Be authentic
2 Be accepting
3 Be vulnerable
4 Be present
5 Be useful

117
Q

According to Chapter 1, Leadership, what is the leadership theory that focuses on binding together the interests of the leader and follower into something greater than the acts of the individuals?

A

Transformational Leadership

118
Q

According to Chapter 1, Leadership, what are the targeted outcomes of transformational leadership?

A

Follower development and follower performance

119
Q

According to Chapter 1, Leadership, what is the leadership style in which one or more people engage with others in such a way that leaders and followers raise on another to higher levels of motivation and morality

A

Transformational leadership (glossary def)

(you’re working together to transform into something greater)

120
Q

According to Chapter 1, Leadership, what is a situational LIMIT on the use of transformational leadership?

A

Leaders tend to adapt their behavior to thee individual subordinates rather than behaving the same way with everyone, creating a leadership style formed around individuals being supervised in a given situation

121
Q

According to Chapter 1, Leadership, what leadership style is at the opposite end of the leadership continuum from transformational?

A

Transactional leadership

122
Q

According to Chapter 1, Leadership, what is the leadership style in which employees who do well are praised and rewarded; those who do not do well are punished?

A

Transactional leadership

123
Q

According to Chapter 1, Leadership, which leadership has a basis that lies within the area of power?

A

Transactional leadership (p.20)

124
Q

According to Chapter 1, Leadership, rather than tailoring the task to the employee, the transactional leader does what?

A

selects the people thought to be capable of accomplishing the task at hand

125
Q

According to Chapter 1, Leadership, what combines situational awareness, critical decision-making, communication, task allocation, and teamwork and leadership in order to improve a team’s response to and handling of a critical life safety event?

A

Crew Resource Management (CRM)

126
Q

According to Chapter 1, Leadership, how many CRITICAL leadership SKILLS are there and according to the IAFC and what are they?
CR-AMM

A

There are FOUR
Conflict Resolution, Authority, Mentoring, Mission Analysis
(CRAMM)

127
Q

According to Chapter 1, Leadership, what are the three elements that are important to establish successful authority as a leadership skill?

A

Proper communications
Well developed assignments
Crew input (p.21)

128
Q

According to Chapter 1, Leadership, hat is the simple five step assertive communication process used by CRM for conflict resolution?
OS
SC
SP
O
O

A

1 Start with an opening/assertive statement
2 state your concern or owned emotions
3 Relay the problem as you see it
4 Offer a solution
5 Obtain an agreement

Opening statement
State concern
Say problem
OS offer solution
OA obtain agreement

129
Q

According to Chapter 1, Leadership, the five step assertive communication process used in CRM is best in what types of situations?

A

noncritical situations

130
Q

According to Chapter 1, Leadership, What can be used in situations where the safety of the operation is at risk and members need to get the immediate attention of the leader?

A

A code word (“beachball”), the training leader would immediately know that what was to follow deserved their utmost attention and deliberation

131
Q

According to Chapter 1, Leadership, ethics has its roots in _______ cultures. Those who held power over others were expected to use that power for the good of all, not for their own _______ _____ at the _____ of others.

A

Ancient cultures
Not for their own personal gain at the expense of others

132
Q

According to Chapter 1, Leadership, what is the term for doing what is right, though not necessarily easy, and protecting not only those for whom they are responsible, but the organization as well

A

Ethical behavior (ethics)

133
Q

According to Chapter 1, Leadership, what is the term for a system of moral principles determining what is right versus what is wrong

A

Ethics (glossary def)

134
Q

According to Chapter 1, Leadership, as fire service leaders we must understand that the ultimate judge of our decisions and behavior may very well be whom?

A

The citizens we serve (p.23)

135
Q

According to Chapter 1, Leadership, a ______ ______ aligned with a ____ __ _____ can help bring consistency throughout the organization, setting standards for all to follow

A

mission statement aligned with a code of ethics

136
Q

According to Chapter 1, Leadership, every organization consists of ______, _____, and _____, which are part of organizational design and development (SPB)

A

Structure, process, and behavior (p.26 AAR)

137
Q

According to Chapter 1, Leadership, what is the leadership style in which a leader’s success depends on their ability to understand and read the readiness of their followers in any given situation

A

Situational leadership

138
Q

According to Chapter 1, Leadership, what is the leadership style in which issues of task orientation are paired with the relationship between the follower and the leader?

A

Contingency Leadership

139
Q

According to Chapter 1, Leadership, what is the leadership style in which leaders often evolve from with the society and accept the leadership role reluctantly

A

Citizen leadership

140
Q

According to Chapter 1, Leadership, what is the leadership style in which a leader leads based on who that leader is as a person

A

servant leadership

141
Q

According to Chapter 1, Leadership, what is the leadership style in which people engage with each other in such a way that leaders and followers raise one another to higher levels of motivation and morality

A

transformational leadership

142
Q

According to Chapter 1, Leadership, what is the leadership style which is based on a series of transactions between the leader and the person being led, in which employees who do well are praised and rewarded and those who do not do well are punished

A

Transactional leadership

143
Q

According to Chapter 1, leadership, what are the 3 TRENDS listed that leaders may follow as they search for more effective and efficient organizations?

A

Regionalization, Flat Organizations, and Flexibility

144
Q

According to Chapter 1, Leadership, what are the 6 LEADERSHIP STYLES discussed?

A

Charismatic Leadership
Situational Leadership
Contingency Leadership
Citizen Leadership
Servant Leadership
Transformational/Transactional Leadership Continuum
CCCSST

145
Q

According to Chapter 1, Leadership, what are the 5 leadership competencies/techniques that provide charismatic leaders with the power they posses?
C-EVES

A

Compelling Vision
Personal excitement
Personal Confidence
Seeking, finding, using success
Empathizing

C-EVES = Confidence, excitement, vision, empathizing, success

146
Q

According to Chapter 1, Leadership, what are the 5 leadership competencies/techniques that provide charismatic leaders with the power they posses?
C-EVES

A

Compelling Vision
Personal excitement
Personal Confidence
Seeking, finding, using success
Empathizing

C-EVES = Confidence, excitement, vision, empathizing, success

Next Level (19 decks)

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