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147 Cards in this Set
- Front
- Back
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The seven (7) leadership styles:
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1) Basic
2) Two-Dimensional 3) Contingency 4) Contemporary 5) Theory X 6) Theory Y 7) Theory Z Company Officer pg. 33 |
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The "Basic" leadership styles are:
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1) Autocratic
2) Democratic 3) Laissez-Faire Company Officer pg. 33 |
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How is the "Two-Dimensional" Leadership Style represented?
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...by a four-quadrant chart that compares degree of job structure to the degree of employee consideration.
CO 34 |
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Contingency Leadership Model
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Developed in 1950s; belief that there is no single best leadership style; requires situation to be matched to leadership style.
CO 34 |
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Contemporary Leadership Styles:
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Charismatic - follower loyalty and enthusiasstic vision that others work to attain.
Transformational - Involves followers in change process, challenges them to attain full potential, creates follower satisfaction and growth while still meeting organizational goals. Transactional - Leader/follower exchange involving rewards for effective task performance Symbolic - Leaders infallible. CO 34 |
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Who wrote about Theory X and Y:
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Dr. Douglas McGregor in The Human Side of Enterprise.
CO 35 |
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Theory X
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Average worker is inherently lazy, dislikes work, and will avoid it whenever possible. Performance by threat of punishment. Likes close supervision, shuns responsibility and lack of ambition.
CO 36 |
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Theory Y
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The average worker does not inherently dislike work--in fact workers feel work can be as natural as play and rest.
CO 36 |
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Theory Z
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William Ouchi's response to X and Y that essentially states that involved workers are the key to increased productivity and that wach worker can perform autonomously because all workers are trust worthy.
CO 36 |
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One problem and one weakness identified with Theory Z:
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Problem: Resitance to change.
Weakness: leader is expected to alter a situation to meet a style taher than altering a style to meet the situation. CO 37 |
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TQM
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Total Quality Management: Dr. W. Edwards Deming, connects organizational results to the happiness of workers.
CO 37 |
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Situational Leadership
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developed to overcome shortcomings found in previous theories, leadership style based on situation; includes leadership-continuum, path-goal, and results-based leadership.
CO 37 |
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Leadership-Continuum Theory
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1973 by T. Tannebaum and W.H. Schmidt used to determine leadership style from autocratic to democratic a leader should apply to a situation abandons Laissez-faire style. Very two dimensional. Contains a list of leadership actions.
CO 37 |
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Path-Goal Theorum
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1971 by Robert House based on employees' perceptions of the unit's goals and objectives. leader determines which leadership style fits: Directive, Supportive, Participative and Achievement-Oriented
CO 38 |
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Results-Based Leadership Theory
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Leadership theory should not be judged by personal traits alone but by the end results those traits have on the success of the organization.
CO 38 |
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Principle-Centered Leadership
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Stephen Covey; focuses on the use of basic values or principles to lead an organization. Proactive living instead of reactive by being controlled by another's actions.
CO 40 |
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Leadership Levels
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1990s, Jim Collins: leadership hierarchy of five levels based on leadership of successful companies.
CO 40 |
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Leadership Level I
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Highly Capable Individual: productive contribution through talent, knowledge, skills, and good work habits.
CO 40 |
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Leadership Level II
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Contributing team member: contribution of individual capabilities to the achievement of group objectives and works effectively with others in a group setting.
CO 40 |
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Leadership Level III
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Competent Manager: Person who organizes people and resources toward the effective and efficient pursuit of predetermined objectives.
CO 40 |
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Leadership Level IV
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Effective Leader: Person who catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards.
CO 40 |
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Leadership Level V
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Executive: Person who builds enduring greatness through paradoxical blend of personal humility and professional willpower. Has strong personal character and humility and is focused on a vision of a goal.
CO 40 |
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Model vs. Theory
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A model has been proven through application.
CO 41 |
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Situational Leadership Model
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Based on two dimensional and situational leadership theories: depends on matching the leader's style to the maturity of the members of the unit or subordinates.
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Maturity in the Situational Leadership Model is based on what two elements?
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Ability - to perform the task
Willingness - of employee to perform the task CO 42 |
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Four readiness levels of the Situational Leadership Model
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Telling - autocratic approach
Selling - Refined autocratic involving convincing members members that a task is appropriate and justified Participating - Relies on input from members in determining how the task should be accomplished Delegating - Uses limits set by leader and allows members to determine how the task will be accomplished. CO 43 |
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Social-Change Model
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regarded by some as leadership model of the future. Value-based model that places service at the core for social change. Purpose is to make for the betterment fo others through leadership.
CO [44] |
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Seven Critical Values that are subdivision of the Social-Change Model three areas:
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Individual: Consiousness of self and others, Congruence, Committment
Group: Common Purpose, Collaboration, Controversy with Civility Community/Society: Citizenship CO [44] |
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Alpha-Leadership Model
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Continuation of Transformational Theory; based on the concept that the leader involves followers in the process of accomplishing a goal within the limits of the system.
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Alpha-Leadership Model is a relationship between four elements:
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Leader
Followers System Goal CO [45] |
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Alpha-Leaders are characterized how:
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as persons who generate loyalty and commitment from subordinates through relationships.
CO [44] |
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What must an Alpha-Leader be aware of the larger system and its goals by applying one of three core skills:
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Anticipating
Aligning Acting CO [44] |
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Pareto's Principle states:
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commit 80% of the effort on 20% of the tasks that are important. Known as the 80/20 rule.
CO [44] |
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Professionally developed and administered personality profiles:
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Myers-Briggs Profile
Acumen Survey CO [45] |
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The most basic of leadership traits that can be summarized in five (5) concepts:
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Sees opportunities that others do not
identifies challenges early Commuicates effectively Plans for success Builds trust with others CO [46] |
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Five (5) power types:
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Reward
Coercive Identification Expert Legitimate CO [47] |
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Define: Reward Power
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Power is based on one person's perception of another's ability to grant awards.
CO [47] |
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Define: Coercive Power
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Power is based on subordinates' perceptions of the leader's authority to punish.
CO [48] |
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Define: Identification Power
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Power is derived from someone's desire to identify with and emulate another.
CO [48] |
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Define: Expert Power
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Power is based on one person's perception that another's knowledge and expertise can help in the first person's endeavors. This may mean most power but not always mos authority.
CO [48] |
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Define: Legitimate Power
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Power is derived because of the organizational structure of the department/organization.
CO [49] |
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Define: Command Presence
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the complex ability to identify the components of a situation, assess the need for action, determine the nature of the necessary intervention, and initiate the action.
CO [49] |
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Six personality traits of command presence:
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Self Confidence
Trustworthiness Consistency Responsibility Acceptance Expertise CO [50] |
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Definition: Supervising
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Act of directing, overseeing, or controlling the activities and behavior of employees assigned to a particular supervisor.
Company Officer pg. 55 |
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Definition: Managing
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Act of controlling, monitoring, or directing a project, program, situation, or organization through the use of authority, discipline, or persuasion.
Company Officer pg.55 |
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Definition: Leading
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Act of controlling, directing, conducting, guiding, and administering through the use of personal behavioral traits or personality characteristics that motivate employees to the successful completion of an organization's goals.
Company Officer pg. 55 |
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Company Officer priorities are based on what and asssist the officer with what?
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Mission statement of the organization and assists with maintaining a positive attitude, anticipating problems and establishing unit goals and objectives.
CO [56] |
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Objectives should be...
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...attainable, clearly stated, measurable, and within capability of unit.
CO [58] |
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Three ways a supervisor can involve an employee in the establishing of goals and objectives:
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Simply require the employee to accomplish a specific task
Delegate Tasks Use democratic leadership principles CO [59] |
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Team Development stages:
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Forming - Uncertain of roles; uncertain trust of or ability to work with other members
Storming - Conflict as members jockey for informal leadership or attempt to exert own influence over group Norming - Group establishes own set of norms and values that each member accepts and adheres to Performing - Supervisor works to maintain team spirit as the group moves toward accomplishing objectives Adjourning - termination of the group task CO [61] |
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Effective methods of creating job interest within a unit:
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Empowering employees - delegation that allows employee to take responsibility for their actions and decisions.
Providing rewards and incentives - things earned through effort or participation Coaching - informal process of giving motivational direction, positive reinforcement, and constructive feedback to employees in order to maintain and improve their performances and ensure successful performances. Counseling - formal process that involves activities that assist participants in identifying and resolving personal, behavioral, or career problems that are adversely affecting performance. Mentoring - to prepare capable individulas for advancement within the organization through the direction of a positive role model Celebrating accomplishments - asap, signals completion of a project and shows members of the unit that their contributions are importatnt. CO [63-66] |
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Define: Logic
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Ability to reason and present a strong argument in favor of or against a position. It was also the ability to recognize fallacies in the arguments of others and thereby be able to refute or correct the opposing position.
CO 73 |
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Define: Ethics
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Analysis of the principles of human conduct in order to be able to determine between right and wrong.
CO 73 |
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Four (4) general types of reasoning:
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Inductive
Deductive Causal Analogical CO 73 |
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Inductive reasoning details:
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A process that arrives at a general conclusion based on a foundation of specific examples or data. Depends on supporting evidence that consists of statistics, facts, and examples to arrive at the conclusion. Documentation is essential to the inductiv reasoning approach to decision-making.
CO 74 |
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Deductive reasoning details:
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process of reaching a specific conclusion based on a general statement of principle. Usually developed in the form of a syllogism (three part statement that consists of a major premise, minor premise and conclusion.) Depends on the acceptance that the major and minor premises are true.
CO 74 |
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Causal reasoning details:
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process that is based on the relationship between two or more events in such a way that it is obvious one caused the other. Structured in one of two ways: Either from a known cause to a predicted result or from a known result backward to a suspected cause.
CO 75 |
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Define: Analogical
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based on a comparison between two similar cases. Infers that what is true in the first case will also be true in the second case.
CO 76 |
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Define: Fallacy
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a false or fallicious reasoning that occurs when someone attempts to persuade others without sufficient supporting evidence or by using irrelevant or innappropriate arguments.
CO 76-77 |
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Some of the frequently used fallacies:
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Causal - faulty connection between the cause and effect
Bandwagon - tries to make the statement that "everyone" is doing it so that makes it correct. Straw man - a weak, easily refuted statement to take attention away from the main point. Hasty Generalization - Makes an argument or conclusion that is based on insufficient of non-existent evidence; can also result in stereotyping. Red Herring - When someone uses irrelevent facts to distract the listener from the main issue; the staple of many politicians Non sequitor - concludes something that does not follow the main premise of the argument. Slippery slope - Consists of a series of worsening consequences that are assumed will result from the initial decision or action. CO 77 |
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three (3) basic components of ethics:
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origins of personal ethics of individuals.
causes of unethical conduct. how people justify unethical conduct in themselves and an organization. CO 79 |
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Ethics three-step check:
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Step 1: Is it legal?
Step 2: Is it fair to all concerned? Step 3: How will it make me feel about myself? CO 79 |
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Four main reasons for lying that can also describe most forms of unethical conduct:
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Basic needs
Affiliation Self-Esteem Self-gratification CO 80 |
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What is an essential part of an ethics program?
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a written code of ethics.
CO 81 |
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A situation or problem that requires a decision has the following four basic elements that must be considered in assessing the situation:
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Is the decision within the authority of the company officer?
Is there suficient information available about the situation or problem to make an informed decision? How will the decision affect the unit or organization? Is the problem worth the effort? CO 84 |
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Problems are based on the following three considerations:
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Whether decisions are generic or exceptional
Conditions to which decisions are subject Choice of decision-making models used to solve the problem CO 85 |
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Two generally accepted decision making models:
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Rational - leader gathers information and makes the decision based on the best possible alternative to the situation
Bounded rationality - allows the leader to select the decision that will satisfy the minimum requirements of the situation. CO 85 |
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Internal psychological barriers:
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Fear
Ego or self esteem Indecisiveness Distrust Antagonism Jealousy Unethical motives CO 89 |
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Describe: Abilene Paradox
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developed by Jerry B. Harvey states: individual members of the group do not want to appear out of step or are afraid that their opinion is flawed, they will not voice their concern or opposition to the group's decision
CO 91 |
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In general terms how do the three government branches interact with laws?
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Legislative: creates
Executive: Implements, administers and enforces Judicial: Interprets CO 98 |
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Statutory Law:
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Laws that are the result of legislative actions.
CO 98 |
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Common Law:
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body of law that is based on tradition, cusstom, usage, and decisions of the judicial pourts within a particular country society or culture. (Bases laws in the U.S. on English Common Law, which was spread throughout the world by British colonizers.)
CO 99&100 |
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Administrative Laws
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Pertains to laws created by goverment agencies and used to enforce and implement statutory law.
CO 99&100 |
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Seven (7) further classifications of laws...
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Substantive: establishes principles, defines duties and obligations; defines limitations of rights within a society
Procedural: defines judiciary rules or mechanisms used to enforce substantive laws Common: See previous cards Statutory: See previous cards Administrative: See previous cards Criminal (Penal): Protects society as a whole from wrongful actions. Civil (Non-Criminal): Defines relationships between individuals or groups and helps to resolve disputes between parties. Criminal Law: Means by which society protects itself; its penalties are sometimes monetary, loss of freedom, or both. Civil Law: means by which individuals seek redress, usually in the form of monetary damages, from other individuals, corporations, or the government. CO 99 |
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Liability: its definitions and numerous forms
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legal obligation or responsibility;
Criminal Civil Tort Negligence Personal CO 101 |
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Define: Malfeasance
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When a criminal act applies to public servants.
CO 102 |
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One principal that applies in all criminal cases:
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-an employee cannot be required by his or her employer to commit a crime. Therefore, if an employee commits a crime while on duty, the employee and not the employer is responsible.
CO 102 |
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Define: Tort
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Civil wrong or injury
CO 103 |
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Elements that must exist for valid tort action:
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Legal duty to plaintiff
Breach of duty breach of duty must be proximate cause of accident/injury Plaintiff must have suffered damages as a result |
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Define: Negligence
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breach of legal duty
CO 103 |
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Two ways in which one can be judged negligent:
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Wrongful performance (misfeasance)
Omission of performance when some act should have been performed and was not. (nonfeasance) CO 104 |
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Some of the strongest type of evidence are...
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...national standards.
CO 104 |
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Federal laws that are of significance to most company officers are those that relate to...
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...protecting health and safety, the environment, and their subordinates' employment rights.
CO 107 |
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Major laws involving employment rights are contained in these four (4) Acts:
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- Title VII Civil Rights Act of 1964
- EEOC - ADA - FLSA CO 107 |
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OSHA regulations for which company officers are responsible for are contained in...
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...Title 29 (Labor) of the CFR
CO 107 |
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Four (4) primary areas of employment discrimination:
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- Disparate Treatment
- Adverse Impact - Sexual Harassment - Reasonable Accomodation |
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Two Forms of Sexual Harrassment:
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Quid Pro Quo: This for that
Hostile Work Environment |
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Who is exempt from ADA laws?
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- Federal government
- Native American tribes - Private clubs CO 113 |
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Two major requirements of ADA:
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Public accomodation
Employment CO 113 |
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Explain ANSI
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American National Standards Institute, a private, nonprofit organization that administers and coordinates the voluntary standardization and conformity assessment system. Many standards of which are cross referenced between NFPA and OSHA ducuments.
CO 116 |
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Explain ASTM International
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Consensus-based standards writing and testing organization
CO 116 |
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Explain UL
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Underwriters Laboratories Inc.
An independent, not-for-profit product safety testing and certification organization CO 116 |
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Explain ICC
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International Code Council
formed in 1994 by the merger of three building and fire-code organizations. CO 117 |
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Explain UFC
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United Facilities Criteria
Developed by DoD for use on military installations |
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Three most common forms of communication are:
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Informal Interpersonal
Formal Oral Written CO123 |
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Five (5) general purposes for interpersonal communication:
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Learning
Relating Influencing Playing Helping CO 128 |
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Words provide what percentage of a message?
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Only 7%, nonverbal accounts for the other 93%.
CO 128 |
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Words as symbols have the following characteristics:
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Arbitrary - may not mean the same to all people
Ambiguous - non-specific meanings or do not have agreed-upon definitions Abstract - Meanings are generalizations CO 129 |
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To improve verbal skills, it is necessary to practice the following guidelines:
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Engage in dual perspective
Take responsibility for personal feelings and thoughts Show respect for the feelings and thoughts of the other person Try to gain accuracy and clarity in speaking Be aware of any special needs of the receiver Avoid speaking or addressing a problem while angry or emotional CO 131 |
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Non-verbal communication transmits from __% to ___% of the message...nonverbal elements are __% while vocal tones and inflections are __%.
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Non-verbal communication transmits from 55% to 93% of the message...nonverbal elements are 55% while vocal tones and inflections are 38%.
CO 131 |
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Non-verbal clues consist of:
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•Kinesics
•Paralanguage or vocalics •Self-Presentation |
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Main elements of kinesics:
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•Eye contact
•Facial expression •Gestures •Posture •Poise CO 131 |
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Company officers should apply the following general concepts to improve personal nonverbal communication:
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•Eye contact
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...most people remember only __% of a message 24 hours after they hear it and only __% after 48 hours.
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...most people remember only 50% of a message 24 hours after they hear it and only 25% after 48 hours.
CO 134 |
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Some suggestions for improving the attending step of active listening are:
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1.Be ready to listen
2.Listen to the complete message 3.Maintain eye contact 4.Remove physical barriers 5.Listen to one speaker at a time CO 135 |
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To evaluate a message, the listener must be able to separate facts from opinions; use the following definitions:
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Facts - Verifiable data that can support the decision-making process.
Opinion - Generalization that may not be verifiable without additional data CO 135 |
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What completes the communication process and means an exchange of roles?
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Responding
CO 136 |
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The greatest distraction for a listener is:
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the internal voice.
CO 136 |
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What can be another major barrier to hearing what a speaker is saying?
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Prejudice based on preconceived concepts of dress, voice, or attitude.
CO 138 |
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Oral Communication is the process of...
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...formal oral presentations or speeches to groups.
CO 143 |
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Characteristics of effective speakers:
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•Audience-centered
•Good development of ideas •Good organization of ideas •Best choice of words •Good delivery skills •Good research skills •Appropriate use of humor •Critical thinking skills CO 145-6 |
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Types of speeches:
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PIE
Persuasive Informative Entertainment |
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persuasive speech can be the most difficult to develop and at the same time the most important. Development is based on the the theory called Monroe's Motivated Sequence Pattern developed by Alan Monroe in the 1930s:
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Gain Attention
Demonstrate Need (Main Idea 1) Satisfaction (Main idea 2) Visualization (Main Idea 3) Call for Action (Conclusion) |
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Informative speech is the easiest to develop. Classified by the topics they cover:
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•Ideas
•Objects •Procedures •People •Events CO 148 |
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Informative speech principles:
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1.Adapt topic to audience
2.Motivate to listen 3.Use redundancy 4.Simple-is-better 5.Organize topic in logical manner 6.Clear transitions 7.Verbal/nonverbal reinforcement of ideas 8.Even flow of information delivery 9.Build on familiar 10.Use visual aids |
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Steps that result in successful report presentations:
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•Immediate statement of purpose
•Explain information gathering methods •Present possible solutions •Tell the specific benefits for and effects on audience •Anticipate objection or questions •Provide written copy CO 150 |
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Demographics include:
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Age
Gender Religion Education Cultural/ethnic/racial backgrounds CO 153 |
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Five (5) basic formats a speech can be organized into:
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1.Chronological
2.Topical 3.Spatial 4.Causal 5.Problem/solution CO 158 |
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Once a format is chosen, speech material may be further organized by onw of the following strategies:
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•Primacy - most important info first
•Recency - Most important at end •Complexity - simple to more complex •Specificity - General to specific or specific to general •Soft-to-hard-evidence - from opinions or inferences to facts and statistics. CO 159 |
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Forms of speech delivery:
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•Extemporaneous - relying on notes or an outline
•Memorizing text •Impromptu •Reading the text |
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Define: Stakeholders
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Members of the political body who govern the organization or influence it through legislation, nongovernmental agencies, community groups, standards-making organizations and businesses that provide services to the organization.
CO 195 |
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Six (6) types of budget systems:
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•Line Item - Lists of revenue sources and proposed expenditures
•Zero-based - Requires all expenditures to be justified at beginning of each budget cycle •Matrix - Involves variety of independent units assigned to limited duration projects •Program - seperate categories of programs or activities •Performance - categories of function or activity based on projected performance •Planning programming budgeting system (PPBS) - Links planning and budgeting through program development CO 206 |
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The leading cause of firefighter fatalities:
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cardiac arrest, while overexertion or stress that results in heart attacks and strokes is the leading cause of firefighter injury.
CO 219 |
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Training-related fatalities account for what percentage of fire LODD?
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about 10% leading casue being cardiac arrest followed by traumatic injuries.
CO 221 |
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In 2004, National Fallen Firefighters Foundation, in cooperation with USFA, developed strategic initiatives that will be undertaken in an effort to meet the following goals:
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Reduce FF fatalities by 25% over next five years
Reduce FF fatalities by 50% over next ten years These goals resulted in 16 objectives titled Everyone Goes Home CO 222 |
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What should an organization's safety policies and procedures be based upon?
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NFPA safety standards.
CO 223 |
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The company officer must approach fitness from two directions:
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•Primary cause of fatalities must be addressed through education, fitness, and wellness.
•During the emergency incident, the CO must monitor subordinates to ensure that they do not become physically stressed. CO 224 |
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What is the most effective way to reduce/eliminate response vehicle related accidents?
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Change the culture that creates an extreme sense of urgency in responders, which could cause them to drive unsafely.
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An infectious disease control program or medical exposure program is regulated by what NFPA standard?
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1581: Standard on Fire Department Infection Control Program
CO 227 |
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The supervising company officer has the responsibility for what portion of an accident investigation?
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initial accident investigation based on the procedure.
CO 227 |
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Who has the ultimate authority for accident analysis?
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A managing company officer (Level II), the HSO, and the safety and health committee.
CO 227 |
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Define: Accidents
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Unplanned, uncontrolled events resulting from unsafe acts and/or unsafe occupational conditions
CO 227 |
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Accident-prone phenomenon can be explained by the term human factors:
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which are an individual's attributes or personal characteristics that cause the individual to be involved in more or fewer accidents than other individuals.
CO 229 |
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Human factors that contribute to accidents havve been classified into three broad categories:
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Improper attitude - like being a jack ass!
Lack of knowledge or skill - What's an ignition switch for? Physically unsuited - like being to short to drive an engine. CO 228 |
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If conditions require that accident vehicles be moved, what should be attempted first?
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Photograph or sketch the location of each vehicle
CO 229 |
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What basic information should be collected about the participants, event or incident when conducting an initial investigation?
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General information
Employee characterisitics Environmental information Apparatus/equipment information CO 230 |
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Define: Scalar structure
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Chain of authority or having an uninterupted series of steps.
CO 235 |
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Define: Line and staff personnel
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Two distinct groups of organizational structure
CO 235 |
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Define: Decision-making authority
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Legal ability to make and implement decisions
CO 235 |
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Define: Unity of Command
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Each subordinate must have only one supervisor
CO 235 |
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Define: Span of control
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Limits the number of subordinates that one individual can effectively supervise.
CO 236 |
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Define: Division of Labor:
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Large jobs divided into smaller tasks for individual assignment
CO 236 |
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One deviation from the unity of command principle is functional supervision:
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When personnel are assigned by their surpervisor to perform duties that fall under another supervisor, the subordinates are allowed to report to the second supervisor on matters relating to that function.
CO 241 |
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Variables that affect span of control in any given situation:
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•Ability and experience of the supervisor
•Ability and experience of subordinates •Nature of task •Proximity of subordinates to the supervisor and each other •Consequences of a mistake CO 241-2 |
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To accomplish work within a fire and emergency services organization, the assignments are divided into groups that may be based on the following elements:
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•Type of task
•Geographical area •Time of year or season •Available resources •Skills specialization CO 243 |
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Two distinct connotations of jurisdiction:
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Refers to the area served by a fire and emergency services organization;
Refers to the authority that gives the prganization the legal right to exist, provide emergency services, and take actions necessary to ensure adequate protection. CO 245 |
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Common public jurisdictions that provide fire and emergnecy protection:
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Municipal
County Fire district State/provincial Federal Tribal CO 246 |
