Fire Officer 4th Edition chapter 2 100% Correct

Fire Officer 4th Edition chapter 2 100% Correct Four components are central to the leader ship concept: Leadership is a process Leadership involves influence Leadership occurs in groups Leadership involves common goals Gary Yukl describes leadership as: The process by which a person influences others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives. Today's fire officer is faced with challenges. What are some of these challenges? Reduced municipal funding, declining volunteer participation, unprecedented numbers of responses to medical emergencies, violent acts that create mass casualty incident, record-breaking wild land fire's, new elements of our built environment that are producing large loss fires, and hazardsThat impacts fire fighter health and well-being. John Kotter first looked at leader ship by studying: Big city mayors John Kotter describes the leadership process as producing movement through three sub processes: Establishing direction: developing a vision of the future with strategies for producing changes needed to achieve that vision Aligning people:Communicating the direction to those whose cooperation may be needed to create coalitions that are committed to its achievements Motivating and inspiring: Keeping people moving in the right direction despite major political, bureaucratic, and resource barriers to change by appealing to very basic, but often untapped human needs values and emotions Kotter defines management as: The process that creates orderly results which keeps something working efficiently. Difference between managers and leaders: Managers accomplish activities in master routines, whereas leaders influence others and create visions for change. Managers are people who do things right and leaders are people who do the right thing. ( Bennis and Nanus) Leadership is defined as THE ABILITY TO INFLUENCE THE THOUGHTS, FEELINGS, ACTIONS, BEHAVIORS, AND EMOTIONS OF OTHERS To achieve a common goal. Peter Northhouse's five major leadership traits (Trait Approach) Intelligence Self-confidence Determination Integrity Sociability The Skills Approach. Robert Katz identified a three skill approach for personal development as regards leader ship: Technical Human Conceptual behavioral approach: Focuses on what leaders do and how they act. It emphasizes the personality characteristics of the leader. The behavioral approach falls into two general kinds of behaviors: Task behaviors and relationship behaviors Task behaviors: Facilitate goal accomplishment: Help group members achieve objectives Relationship behaviors: Help subordinates feel comfortable with themselves, each other, and the situation in which they find themselves Blake and mouton's managerial grid theory assumes that every decision made and every action taken in the workplace are driven by Peoples values Attitudes And beliefs Blake and mouton's grid theory believes that Peoples values are based on two fundamental concerns that influence behavior: A concern for people and a concern for results What are Blake and Mouton's five behavior models/management styles? Impoverished management Authority compliance management Country club management Middle of the road management Team management Represents the lowest level of concern for both results and people. Keyword for the style is neutral.The it's not my problem manager. Indifferent. Least visible person in the team. A follower who maintains distance from active involvement whenever possible. Impoverished management High concern for results but lo concern for others. Usually highly trained organized and experienced. Low concern for others prevents the controlling manager from being aware of others involved in an activity Beyond what is expected of them. Authority compliance management A very accommodating management style. Demonstrates a low concern for results and high concern for other people. This individual maintains a heightened awareness of the personal feelings, goals and ambitions of others and always considers how proposed actions will affect them. Country club management This management style is often called status quo manager. The objective of this manager is to play it safe and work toward acceptable solutions that follow proven methods. Very politically motivated approach that seeks to avoid risk. Following popular opinion and norms without pushing too hard in any direction. Middle of the road management Sound manager that sees no contradiction in demonstrating high concern for both people and results at the same time. He or she feels no need to restrain, control, or diminish the concerns for both people and results in a relationship. The consequence is a freedom to test the limits of success with enthusiasm and confidence. What's right rather than who's right.This is the preferred management model for candidate who seeks to become a successful fire officer. Each other model represents a weakness in one or both areas. This one is just the bomb. Team management The preferred management model for a candidate who seeks to become a successful fire officer. Team management The team management model demonstrates what type of leader ship style? Democratic leadership Leadership style that should be used when planning a project or developing the daily work plan of the company. This approach can also be used in some low risk emergency scene operations. Democratic leadership How can the democratic and autocratic style of leader ship be used on an emergency scene? When sizing up a complicated situation and developing an IAP, Democratic style of leader ship takes advantage of the knowledge and experience of all responders to develop the best approach. Once the operation begins, the fire officer needs to assume the autocratic role to ensure safe execution of the plan. Four categories of situational leadership: S1: hi directive -low supportive, or DIRECTING STYLE. Leader focuses on the goal achievement by providing direct instruction on what is to be done under close supervision using very little support of behavior. S2: Hi directive-hi supportive, or COACHING STYLE. Leader focuses on both the goal and meeting the followers Socio emotional needs. Leader gives encouragement and solicit follower input. The leader retains the S1 requirements to make the final decision on how the goal will be achieved. S3: hi supportive- low directive or SUPPORTING STYLE. The leader uses supportive behaviors to bring out the followers skills around the goal to be accomplished. S4: low supportive-Low directive or DELEGATING STYLE. The group agrees on the goal, the leader allows the followers the responsibility to accomplish the goal. Leaders demonstrate charismatic and visionary leader ship in five ways on the transformational leader ship: Provide a strong role models for the beliefs and values they want their followers to adopt Being charismatic leaders who appear competent to their followers Articulating ideological goals that have moral overtones Communicating high expectations for followers and exhibit confidence in the followers ability to meet these expectations Arousing task relevant motive in followers that may include affiliation, power, or esteem Jim Kouzes and Barry Posner interviewed 1300 managers and were able to identify the five fundamental processes that enable transformational leaders to get things accomplished. What were these practices? Model the way Inspire a shared vision Challenge the process Enable others to act Encourage the heart Transformational leadership Uses what kind of feedback process to develop compelling vision for the leader? 360° feedback process Who initiated the concept of servant leader in 1970? Robert K Greenleaf This type of leader puts followers first, empowering them, and helping them develop their personal capacities. Servant leaders Robert Greenleaf said___________Is the Premier skill of the servant leader. Listening Focuses on the activities of the leader in relation to the work of the followers when confronted with a technical or adaptive challenge. Adaptive leadership The process whereby an individual or individuals except the influence of others to accomplish a common goal. Followership The target person believes the agent has the right to make the request and the target person has the obligation to comply Legitimate power The target person complies to obtain rewards believed to be controlled by the agent. Reward power The target person complies due to a belief that the agent has special knowledge Expert power The target person to complies due to admiration of or identification with the agent and seeks approval. Referent power The target person complies to avoid punishment believed to be controlled by the agent. Coercive power Who wrote about the different types of power? I.e. legitimate power, reward power, expert power etc. French and Raven 1959 Gary Yukl updates French and ravens power to 2 types: Personal power and positional power Personal power encompasses what other types of power Defined by French and raven? Expert and referent power Positional power encompasses what other types of power defined by French and raven? Legitimate, reward, and coercive power Gary Yukl describes a type of power That comes from control over information. It is based on the target persons assessment of the agents ability to discover or obtain relevant information rapidly and efficiently through a cultivated network of sources. Information power Gary Yukl Describes a type of power that comes from control over the physical environment, technology, or organization of work. Ecological power What are the seven steps of effective delegation? Define your desired result Select the appropriate fire fighter 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 Who wrote the textbook" leadership, theory and practice"? PETER Northhouse