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80 Cards in this Set
- Front
- Back
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Today’s fire service leaders must prepare themselves and the crew they lead for the changes that are |
Likely to occur |
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The manner in which fire departments operate today has developed as a result of |
A variety of influences |
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Municipal fire protection is a generally accepted function of what service that may be provided in a variety of ways, as chosen by the local what |
Local governmental service, chosen by the local service provider |
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The fire officer 3/4 needs what skills to perform all necessary duties and fulfill all responsibilities |
Leadership skills |
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Leadership involves the personal relationships that people create with others. It involves the ability of a commander to use his what to influence subordinates rather than simply what |
Personality, ordering them to accomplish a task |
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Every organization consist of what three things |
Structure, process, and behavior |
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The chief officer must ensure that the members of the organization understand the importance of what four things |
Vision, mission, goals, and objectives |
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Every successful organization has a common denominator, what is it |
An effective form of leader ship |
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Leader ship requires integrating what and what for people with consideration of the what and what |
Support and concern, environment and potential tasks |
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In delegating tasks, chief officers must choose wisely, ensuring what |
That the task and the individual assigned the task are a fit |
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Leadership is focused On ______ people to take action to achieve a desired end state. |
Influencing people to take action to achieve a desired end state. |
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The charismatic leader has what three things |
A vision, inspiring enthusiasm, and allows personnel to do the best job possible |
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In situational leadership, a leaders success depends on his what |
His ability to understand and read the readiness of his followers in any given situation |
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In contingency leadership, issues of task orientation are paired with what |
Paired with the relationship between the follower and the leader |
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In citizen leadership, leaders often evolve from within the what |
From within the society and except the leadership role reluctantly |
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In servant leadership, a leader leads based on what |
Who that leader is as a person |
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In transformational leader ship, people engage with each other in such a way that leaders and followers what |
Raise one another to higher levels of motivation and morality |
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Transactional leadership is based on a series of what |
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 |
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Crew resource management combines what 5 things in order to improve a teams response to and handle of a critical life safety event |
Situational awareness, critical decision making, communication, task allocation, and teamwork and leadership |
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Successful leaders are those who are able to what on their own what in building a level of mutual trust and respect between themselves and their subordinates, ultimately producing a successful organization |
Capitalize on their own ethical behavior |
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An organizational philosophy characterized by flexible, integrative behavior |
Adhocracy |
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A multidisciplinary interaction among people and their organization |
Behavior |
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An administrative group set in a hierarchy of authority |
Bureaucracy |
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A style of leadership wherein the leaders have a vision of what they wish to accomplish and they lead through a process of inspiration and enthusiasm. They are then wise and capable enough to be able to allow their personnel to do the best job possible. |
Charismatic leadership |
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A style of leadership in which the leaders can sometimes be expected to evolve from within a social context. |
Citizen leadership |
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A leadership style in which the issues of task and orientation are paired with the relationship the follower has to the leader. |
Contingency leadership |
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A program focused on improved situational awareness, sound critical decision making, effective communication, proper task allocation, and successful teamwork and leadership. |
Crew resource management |
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A participative process that gives the person to whom a task has been assigned a wide latitude to make the decisions necessary to accomplish that task, while not abandoning responsibility of the rank or the final quality of the assigned task. |
Delegation |
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A system of moral principles determining what is right versus what is wrong. |
Ethics |
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The purposes toward which an organization strives. |
Goals |
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The ability to get something done by someone else because that person wants to do it. |
Leadership |
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The reason an organization exists. |
Mission |
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The tasks that must be accomplished if an organization is to meet its goals and fulfill its mission. |
Objectives |
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Individuals working together to reach the same goals. |
Organization |
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Beliefs, values, and norms shared by the members of an organization. |
Organizational culture |
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The pattern of interactions that breathe life into the structure of an organization. |
Process |
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The sharing of specific services or facilities or consolidation of fire departments across regions. |
Regionalization |
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A style of leadership in which one considers oneself a servant first and a leader second. |
Servant leadership |
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A style of leadership in which those in leadership positions demonstrate the appropriate relationship between the leaders behavior and the followers readiness to act in a particular aspect of the situation. |
Situational leadership |
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A pattern of jobs and groups of jobs in an organization |
Structure |
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The process of preparing subordinates within an organization to assume leadership positions as current leaders begin to exit the ranks. |
Succession planning |
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Leadership style based on a series of transactions between the leader and the person being led. |
Transactional leadership |
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Leadership style in which one or more people engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality. |
Transformational leadership |
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A collaborative effort between management and labor to envision where the organization will be in the future. |
Vision |
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What is an essential element in the successful operational management of any organization |
Good leadership |
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The following are established routes through which fire protection and suppression services are delivered, what are the five |
The municipal public fire department The fire bureau The county fire department The fire protection district A private provider or contractor |
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Effective leaders are also effective what who inspire their followers and know how to motivate and lead from the front. |
Change agents |
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The difference between a progressive Department and more traditional department boils down to what |
The leaders effectiveness and ability to convince employees to embrace change from a positive perspective. |
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What 4 things have hurt recruitment efforts and negatively impacted member retention |
Occupational cancer, post-incident stress, increased incidences of suicide, and hostile events |
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What NFPA defines the four levels of fire officer |
NFPA 1021 |
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Kevin Kruse defined leader ship as |
A process of social influence, which maximizes the efforts of others, towards the achievement of a goal. |
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Effective leaders must properly prepare their followers to handle the situation both what and what |
Mentally and physically |
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An blank Is one who keeps personal focused on the bigger picture and redirects his efforts as necessary to realign individual views with the departments vision |
Effective leader |
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What is the most basic organizational principle for a fire department |
The division of work among the operating units and their individual members |
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The important concepts of unity of command and span of control can assist leaders in facilitating what three things |
Communication, direction, and understanding |
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What are the 5 common organizational culture elements |
Shared meanings, basic values, myths legends heroes and heroines, emblems, rituals |
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Safe habits learned Are |
Safe habits practiced |
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As a search for more effective and efficient organizations continues, leaders may follow several trends, including what three |
Regionalization, flatter organizations, and flexibility |
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The fire service equivalent of globalization is |
Regionalization |
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What type of organization is an organization with fewer layers of supervision and management and more Frontline workers |
Flat organizations |
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What leadership shows a greater concern for the employees than the task that needs to be accomplished |
People oriented leadership |
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What type of leadership is more focused on the accomplishment of the task at hand than the individual assign to accomplish the task |
Task oriented leadership |
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Difficult situations can be resolved only by accurate and timely decisions and clear and concise orders. Favreau lists eight functions that have guided leaders during military conflicts. |
Be technically and tactically proficient Know yourself Seek self improvement Know your people and look out for their welfare Keep your people informed Set the example Train as a team Seek responsibility and take responsibility for your actions |
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According to Mitchell Waite what are the examples of leadership |
Lead from the front Effectively communicate Advise, Mentor, and counsel Decide, act, and evaluate Envision the future Remain flexible Share your knowledge Honesty is always right Invest in your personnel Prepare to fail, if you fail to prepare |
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Real failure and lack of leadership comes from the inability to make |
Decisions |
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What is the best way to set members down the path of doing whatever they want |
Indecisiveness |
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What are the six leadership styles |
Charismatic leadership Situational leadership Contingency leadership Citizen leadership Servant leadership Transformational/transactional leadership |
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David Nadler and Michael Tushman set the three primary criteria in defining charismatic leadership as |
Envisioning, energizing, and enabling |
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According to David Nadler and Michael Tushman, what are the six leadership competencies |
Articulating a compelling vision Setting high expectations Demonstrating personal excitement Expressing personal confidence and support Seeking, finding, and using success Empathizing |
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What are four limitations to the charismatic approach to leadership |
The leader sets unrealistic expectations People become dependent on the leader People become reluctant to disagree with the leader The leader must deliver and aurora of continuing magic |
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What type of leadership style requires a great deal of day-to-day interaction between leader and follower to ensure that the follower is ready when the time comes to act |
Situational leadership style |
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What is the basic component for creating effective citizen leadership |
Concern for the follower |
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The following five attributes of servant leadership are strongly indicative of the people first orientation |
Enthusiasm, vulnerability, acceptance, availability, useful |
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With what type of leadership do subordinates begin to believe that employee assignments, rewards, and punishments are based more on the employees friendship with a leader and less on actual performance. |
Transactional leadership |
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Achieving legitimate authority involves ensuring what |
Mission safety |
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CRM promotes what four things |
Respectful communications, well-developed assignments, attainable goals and objectives, crew input |
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What is CRM’s five step assertive communications process |
Start with an opening/assertive statement State your concern or own emotion Relay the problem as you see it Offer a solution Obtain an agreement |
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The IAFC document lists what as the final leadership skill |
Mission analysis. |
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Practicing what behavior includes doing what is right, though not necessarily easy, and protecting not only those for whom they are responsible but the organization as well. |
Ethical behavior |
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What four things can assist supervisors in both guiding and enforcing ethical behavior |
Rules, regulations, policies, and procedures |
