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Acting Capt Exam 2021 > FOPP - Chapter 2 > Flashcards

FOPP - Chapter 2 Flashcards

1
Q

What are the 4 components central to the leadership concept?

A

leadership is a process

leadership involves influence leadership occurs in groups leadership involves common goals

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2
Q

How does Gary Yukl describe leadership?

A

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

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3
Q

Where did John Kotter first look to study leadership?

A

Big city mayors

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4
Q

How does John Kotter describe leadership?

A

producing movement through three sub processes

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5
Q

What are John Kotter’s three sub processes describing the leadership process?

A

establish direction
aligning people
motivating and inspiring

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6
Q

How does John Kotter define the management process?

A

A process that creates orderly results which keeps something working efficiently

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7
Q

What does management look at?What do leaders look at?

A

Management looks at short time frames - a few months to the next fiscal year.
Leaders are looking at longer time frames

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8
Q

What is the major difference between management and leadership?

A

Management is based on order and consistency

Leadership is based on change and movement

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9
Q

What are some factors management looks at?

A

Planning and budgeting organizing staffing

controlling and problem-solving

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10
Q

What are some factors leadership looks at?

A

Establish direction
aligning people
motivating and inspiring

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11
Q

What are Peter Northouse’s 3 Classification approaches?

A

The trait approach
the skills approach
the behavioural approach

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12
Q

What do psychologists and historians say about a leader?

A

A leader must speak with a trusted voice and sketch honestly the painful steps to safety
(Powell 2007)

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13
Q

What are the five major leadership traits in Peter Northouse’s trait approach?

A 
Intelligence 
self-confidence 
determination 
integrity 
sociability
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14
Q

What is the three skill approach of Peter Northouse’s skills approach

A

Technical
human
conceptual

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15
Q

What is the difference between the behavioural approach and the skills approach in Peter Northouse’s classification approach?

A

The skills approach emphasizes the capabilities of the leader
the behavioural approach emphasizes the personality characteristics of the leader

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16
Q

What are the two behaviours in the behavioural approach?

A

Task behaviours facilitate goal accomplishment
Relationship behaviours help followers feel comfortable with themselves, with each other and with a situation in which they find themselves

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17
Q

What are Blake and Mouton’s five behavioural models or management styles?

A

Impoverished management authority compliance management
country club management
middle of the road management
team management

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18
Q

What is the description of an impoverished management?

A

An indifferent manager carefully goes through the motions of work, doing enough to get by but rarely making a delivery effort to do more.
The keyword for this style is neutral

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19
Q

What is the description of an authority compliance management?

A

A controlling manager demonstrates a high concern for results but low concern for others The high concern for results brings determination, focus and drive This type of leader is demonstrating the autocratic leadership style

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20
Q

What is the description of a country club management?

A

An accommodating manager demonstrates a low concern for results and a high concern for other people

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21
Q

What is the description of the middle of the road management?

A

A Status quo manager believes there is an inherent contradiction between the concerns for results and for people but does not value one concern over the other. Instead, the status quo manager sees a high level of concern for either people or results as too extreme and tries to moderate both in the workplace
The status quo manager is demonstrating a laissez-faire leader ship style

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22
Q

What is the description of a team management style?

A

A sound manager sees no contradiction in demonstrating a high concern for both people and results at the same time. This manager demonstrates the Democratic leadership style. A consulting approach takes advantage of all the ingenuity and resourcefulness of the group in determining how to meet an objective or complete a task

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23
Q

What is the situational leadership approach?

A

leadership is composed of both a directive and a supportive dimension

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24
Q

What makes an effective leader according to Northouse 2013?

A

Those who can recognize what followers need and then adapt their own style to meet those needs

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25
Q

What are the four distinct categories of directive and supportive behavior?

A

S1 or high directive low supportive or directing style
S2 or hide directive hi supportive or coaching style
S3 or high support of low directive or supporting style
S4 or low support of low directive or delegating style

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26
Q

What is transformational leadership?

A

Gives more attention to the charismatic and affective elements of leadership

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27
Q

How do leaders demonstrate charismatic and visionary leadership?

A
  1. providing strong role models for the beliefs and values they want their followers to adopt
  2. Being charismatic 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 followers ability to meet these expectations
  5. arousing task relevant motives and followers that may include affiliation power or esteem
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28
Q

What were Jim Kouzes and Barry Posner’s five fundamental practices that enable transformational leaders to get extraordinary things accomplished?

A 
Model the way 
Inspire a shared vision 
challenge the process 
enable others to act 
encourage the heart
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29
Q

What are Bill George’s five dimensions of authentic leaders?

A 
Purpose 
values 
relationships 
self discipline 
Heart
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30
Q

What is servant leadership?

A

An approach that focuses on leadership from the point of view of the leader and his or her behaviours

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31
Q

What is adaptive leadership?

A

How leaders encourage people to adapt when confronted with problems challenges and changes

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32
Q

What are the six leadership behaviours of adaptive leadership based on the work of Ronald Heifetz?

A

Get on the balcony

Identify the adaptive challenge

Regulate distress

Maintain disciplined attention

Give the work back to the people

Protect leadership voices from below

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33
Q

What is followership?

A

The process whereby an individual or individuals accept the influence of others to accomplish a common goal

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34
Q

What is power?

A

The capacity of one party to influence another party

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35
Q

What is legitimate power?

A

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

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36
Q

What is reward power?

A

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

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37
Q

What is expert power?

A

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

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38
Q

What is referent power?

A

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

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39
Q

What is coercive power?

A

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

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40
Q

Why are Yukl’s two types of power added to French and Ravens classification of power?

A

Personal power which includes expert and referant power reflects the effectiveness of the individual
Positional power is defined by the role an individual has within the organization. Legitimate, reward and coercive power are the three examples of positional power

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41
Q

What two types of position based power description did Yukl provide?

A

Information power and ecological power

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42
Q

What is information power?

A

Control over information. Unlike expert power, information power is based on the target person’s assessment of the agent’s ability to discover or obtain relevant information rapidly and efficiently, usually through a cultivated network of sources

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43
Q

What is ecological power?

A

Control over the physical environment, technology, or organization of work. The target person’s behaviour is based on perceptions of opportunities and constraints

44
Q

What must a fire officer balance in relation to the fire station as a municipal work location versus a fire fighter home?

A

The expectations of the employer with the realities of a fire station work environment and the desire to create an effective team.

45
Q

How does a fire officer maintain order and ensure that whatever occurs could be explained?

A

Educate the employees on the workplace rules and regulations that define expected behaviour
Promote the use of on duty speech
Be the designated adult

46
Q

What is the managing or supervising fire officer responsible for as it relates to managing people?

A

Performing a set of functions that direct and coordinate these workers efforts, provide them with the necessary tools and resources and ensure that the outcome meets the standards

47
Q

What does human resources management focus on?

A

The task of managing people using physical, financial, and time assets

48
Q

Which typical functions does human resources management include?

A

Human resources planning

Human resources development

Employee (labour) relations

Employee health safety and security

Staffing

Performance management

Compensation and benefits

49
Q

What is human resources planning process?

A

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

50
Q

What do employee relations include?

A

All activities designed to maintain a rapport with the membership

51
Q

What must fire officers know and understand in relations to human resources?

A

Know and understand all agreements between labour and the fire department.

Also should be aware of the vast number of laws that regulate the relationship between employees and their employer

52
Q

What is the process of staffing in human resources management?

A

Attracting, selecting and maintaining an adequate supply of labour

53
Q

What is human resources development?

A

Includes all activities to train and educate the employees. This function is heavily dependent on the fire officer at the company level.

54
Q

What is a mission statement?

A

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

55
Q

What is one of the greatest demands on the fire officer?

A

To make affective use of time.

56
Q

What are some of the great number of demands that are made on company time?

A

Conducting public education, doing inspections,
undertaking other fire prevention efforts.
training and education of the crewmembers, routine duties such as
cleaning the station,
doing paperwork,
maintaining the apparatus
responding to calls

57
Q

What is one of the best ways for a fire officer to make effective use of time efficiently?

A

Delegation

58
Q

What is delegation allow?

A

Delegation allows subordinates to complete tasks they are capable of performing. These duties should be ones that allow the subordinate to grow

59
Q

Once a task is assigned to a subordinate what must a fire officer provide?

A

Regular follow up

feedback

60
Q

What are seven steps in effective delegation?

A

Define your desired results
select the appropriate firefighter determine the level of delegation clarify expectations and set parameters
give authority to match the level of responsibility
provide background information
arrange feedback during the process

61
Q

What are the five options as it relates to the amount of decision making authority provided to the fire fighter when determining the level of delegation?

A

1) take action independently
2) take action and report back to the officer when done
3) Recommended action that the company officer must approve
4) Provide two or more recommended actions from which the company officer will choose
5) Provide information about the pros and cons of different recommendations

62
Q

What does Gordon Dupont “dirty dozen” refer to?

A

A comprehensive list of reasons and ways that humans make mistakes

63
Q

What are Gordon DuPont’s dirty dozen?

A 
Lack of communication complacency 
lack of knowledge 
distraction 
lack of teamwork 
fatigue 
lack of resources 
pressure 
lack of assertiveness 
stress 
lack of awareness 
norms
64
Q

What is an active failure?

A

The unsafe acts committed by people who are in direct contact with the situation or system. They have direct and short-lived effects on the integrity of the defenses.

65
Q

What are latent conditions?

A

The inevitable “resident pathogens” within the system. These conditions have two kinds of adverse effects

1) error provoking conditions within the local workplace
2) create long lasting holes or weaknesses in the defences

66
Q

What is the danger of latent conditions?

A

They may lay dormant within the system for many years before they combine with active failures and local triggers to create an accident opportunity.

67
Q

What are the three activities incorporated into CRM’s error management model?

A

Avoidance
entrapment
mitigating consequences

68
Q

According to the CRM’s error management model what does error avoidance provide?

A

The greatest opportunity for trapping and preventing errors from becoming a catastrophe.

69
Q

According to CRM’s error management model what happens to errors that are not avoided?

A

errors get trapped at the second level?

70
Q

According to CRM’s error management model what is done to mitigate the errors that slip through the first two levels?

A

It’s action taken by emergency responders to minimize the effect of an emergency on a community

71
Q

The fire service CRM model covers what six areas?

A 
Communication skills 
teamwork 
task allocation 
critical decision making 
situation awareness 
post incident analysis
72
Q

What facts does everyone within the department need to recognize in regards the Fire service CRM model?

A
  • No one is in fallible
  • humans create technology; therefore technology is fallible
  • catastrophes are the result of a chain of events
  • everyone has an obligation to speak up when they see something wrong
  • people who work together effectively are less likely to have accidents
  • for the team to become more effective every member of the team must participate
73
Q

What is the definition of communication?

A

The successful transfer and understanding of a thought from one person to another

74
Q

What are the keys to reducing error resulting from miscommunication?

A

Developing a standard language Teaching appropriate assertive behaviour

75
Q

What is the definition of inquiry?

A

The process of questioning a situation that causes concern

76
Q

Define advocacy?

A

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

77
Q

What is Todd Bishop’s five step assertive statement process that encompasses the communication steps of inquiry and advocacy?

A

Use an opening/attention getter state your concern
state the problem as you see it state solution
obtain agreement or buy-in

78
Q

What is an important CRM communication skill?

A

Effective listening

79
Q

What does the incident command system provide for CRM?

A

The formal structure at the task, tactical and strategic levels

80
Q

What must officers do to become truly effective leaders?

A

Earn the trust and respect of their subordinates

Demonstrate the skills of effective leadership.

81
Q

What are the three components that make up the triangle of leadership?

A

Effective leadership
Trust and respect
Leadership skills

82
Q

What are the three competencies true respect is based on?

A

Personal, technical and social competencies

83
Q

What is personal competency?

A

Refers to an individuals own internal strengths, capabilities and character

84
Q

What is technical competency?

A

Refers to an individual’s ability to perform tasks that require specific knowledge or skills

85
Q

What is social competency?

A

Refers to the persons ability to interact effectively with other people

86
Q

Human error is …?

A

A normal, inevitable occurrence

87
Q

What is the focal point of CRM in conflict resolution?

A

To focus on what is right not who is right

88
Q

What core values does CRM exhibit?

A

Trust
respect
safety
mission

89
Q

What makes decision making efficient?

A

Someone being in charge

90
Q

What 4 critical areas should each member of the team perform as part of their self assessment?

A

Physical condition: people in good physical condition are more aware, alert and oriented to their surroundings
mental condition: people are constantly pulled in a variety of directions
attitude: to be an effective team member a fire fighter must be willing to follow orders and be part of a cohesive team
understanding human behavior: the effectiveness of CMR is based on understanding human behaviour and interpersonal dynamics in a team environment

91
Q

To be an effective team player and maximize CRM benefits what characteristics should each individual have?

A
  • A healthy appreciation for personal safety
  • A healthy concern for safety of the crew
  • A respect for authority
  • A willingness to except orders
  • A knowledge of the limits of authority
  • A desire to help their leader be successful •Good communication skills
  • The ability to provide constructive pertinent feedback
  • The ability to admit errors
  • The ability to keep one’s ego in check
  • The ability to balance assertiveness and authority
  • A learning attitude
  • The ability to perform demanding tasks •Adaptability
92
Q

What three categories do fire officers fall into when it comes to multitasking ability?

A
  • Officers are reluctant to admit that they are overwhelmed and believe that they become more effective as the situation becomes more hectic
  • Officers become overwhelmed before the full complexity of the event is even recognized
  • Leaders effectively assessed as incident calls for additional resources early and manages to stay ahead of the incident and balance the span of control
93
Q

How is performance among crews and individuals enhanced?

A 
Training classes 
Live training exercises 
Tabletop modelling 
Didactic presentations by experts 
Mentoring 
Exchanging
94
Q

What are Gary Klein’s 2 decision making models?

A

Recognition primed decision making

Naturalistic decision-making

95
Q

What is Gary Klein’s recognition primed decision making?

A

Describes how commanders can recognize a plausible plan of action

96
Q

What is Gary Klein’s naturalistic decision-making?

A

Describes how commanders make decisions in their natural environment

97
Q

What is situational awareness?

A

The ongoing activity of assessing what is going on around you during the complex and dynamic environment of a fire incident

98
Q

What are the six steps to be followed to maintain emergency scene situational awareness?

A

Fight the fire
Access problems in time available Gather information from all sources
Choose the best option
Monitor results and alter the plan as necessary
Beware of situational awareness loss factors

99
Q

What are the eight loss factors that must be accounted for?

A

Ambiguity

Distraction

Fixation

Overload

Complacency

Improper procedure

Unresolved discrepancy

Nobody fighting the fire

100
Q

What should be done by crews at the company level after each emergency operation?

A

An after action review our post incident analysis
Potential learning experience Company officer should provide feedback to the crew
Reinforce positive performance
Identify areas for improvement
Develop a plan for addressing any deficiencies at the same time

101
Q

What is one way to start a post incident analysis?

A

With an overview presentation of the background and basic information about the incident including the timeline and the units that were dispatched

102
Q

At a post incident analysis what should the first arriving officer describe?

A

The situation as it was presented on arrival and the actions that were taken. Should include the first officers role as the initial IC and tactical operations performed by the crew

103
Q

At a postincident analysis who should speak after the initial arriving officer?

A

Each successive crew should then take a turn explaining what they saw and what they did

104
Q

What are the key factors of a post incident analysis?

A

The initial strategy and how it changed

How the command structure was developed

How resources were allocated

Which special or unusual problems were encountered

105
Q

What is the last step when conducting a post incident analysis?

A

Write a summary of the incident for departmental records.

106
Q

What considerations need to be taken into account when writing a post incident analysis summary?

A

The report should also list recommendations for changes in procedures.
The report may be considered a public record and available to the public

Acting Capt Exam 2021 (34 decks)

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