united states fire administration chief officer training curriculum leadership module 2: application...

United States Fire Administration

Chief Officer Training Chief Officer Training Curriculum Curriculum

LeadershipLeadershipModule 2:Module 2:

Application of LeadershipApplication of Leadership

LDR 2-2


ObjectivesObjectives

Recognize the principles of Recognize the principles of effective leadership and effective leadership and “followership” in organizations “followership” in organizations

Distinguish how culture influences Distinguish how culture influences organizational effectiveness, organizational effectiveness, readiness, and leadership styles readiness, and leadership styles

Be aware of self and role Be aware of self and role

LDR 2-3


ObjectivesObjectives(continued)(continued)

Recognize the concepts that impact Recognize the concepts that impact and influence effective leadership and influence effective leadership in a contemporary fire departmentin a contemporary fire department

Compose a personal philosophy of Compose a personal philosophy of leadershipleadership

LDR 2-4


Overview Overview

Explore the effect of style on the ability of Explore the effect of style on the ability of the leader to influence an organizationthe leader to influence an organization

Explore the concept that leaders must be Explore the concept that leaders must be aware of themselves, as well as the roles aware of themselves, as well as the roles they play they play

Principled-based leadership Principled-based leadership

Leadership responsibility and self-Leadership responsibility and self-accountability accountability

Leadership development and the personal Leadership development and the personal leadership development plans leadership development plans

LDR 2-5


Leadership Styles Leadership Styles

CoerciveCoercive

Authoritative Authoritative

AffiliatingAffiliating

Democratic Democratic

Pace Setting Pace Setting

Coaching Coaching

LDR 2-6


Climate - Six key factorsClimate - Six key factors

FlexibilityFlexibility

ResponsibilityResponsibility

StandardsStandards

Rewards Rewards

ClarityClarity

CommitmentCommitment

LDR 2-7


Five Attributes of an Influential Five Attributes of an Influential LeaderLeader

Generates new, workable ideasGenerates new, workable ideas

Stimulates buy-in to the Stimulates buy-in to the organization’s vision and missionorganization’s vision and mission

Pulls decision-making down to the Pulls decision-making down to the lowest levellowest level

Shares the burden of leadership Shares the burden of leadership with formal leaderswith formal leaders

Enables team development and Enables team development and growth growth

LDR 2-8


Activity 2.1Activity 2.1

Leadership Styles and Influence Leadership Styles and Influence

PurposePurpose– An opportunity to explore the effects An opportunity to explore the effects

of style on the ability of the leader to of style on the ability of the leader to influence an organization influence an organization

LDR 2-9


Activity 2.1 Activity 2.1 (continued)(continued)

Tips for TransferTips for Transfer– Generally, one size does not fit all Generally, one size does not fit all – Consider various styles, and how and Consider various styles, and how and

why each is used why each is used – Blended approach may be appropriate Blended approach may be appropriate – Internal and external influences may Internal and external influences may

demand styles be altered to fit the demand styles be altered to fit the situation situation

LDR 2-10


Leadership on the LineLeadership on the Line

Anchor YourselfAnchor Yourself– Appropriate or inappropriate use of his Appropriate or inappropriate use of his

or her styles can influence an or her styles can influence an organizationorganization

– Distinguish the difference between the Distinguish the difference between the role and the person (self)role and the person (self)• Becoming too involved in the role and

losing the “self”

LDR 2-11


Leadership and Organizational Leadership and Organizational Culture Culture

Style influences organizational Style influences organizational climate as and culture climate as and culture – Representative of its leaders and Representative of its leaders and

members members – How do we define it?How do we define it?– What are its effect?What are its effect?

• Culture can affect the way individuals make sense of events, even influencing their schemas for organizing and retaining information

LDR 2-12


Leadership and Organizational Leadership and Organizational Culture Culture (continued)(continued)

Leaders use organization’s culture Leaders use organization’s culture in variety of ways.in variety of ways.– Support their business strategySupport their business strategy– Prescribe acceptable ways for leaders Prescribe acceptable ways for leaders

to interact with constituenciesto interact with constituencies– Make staffing decisionsMake staffing decisions– Set performance criteriaSet performance criteria– Guide the nature of acceptable Guide the nature of acceptable

interpersonal relationshipsinterpersonal relationships– Select appropriate leadership styles Select appropriate leadership styles

LDR 2-13


Four Cultural ProcessesFour Cultural Processes

ManifestationManifestation

Realization Realization

Symbolization Symbolization

InterpretationInterpretation

LDR 2-14


Organizational ArtifactsOrganizational Artifacts

Mission Statement Mission Statement

Heroes and Heroines Heroes and Heroines

Myths and Stories Myths and Stories

Rituals and CeremoniesRituals and Ceremonies

Physical Arrangements Physical Arrangements

LDR 2-15


Organizational NormsOrganizational Norms

Role Role

Structure Structure

Procedures Procedures

We must be aware of the cultural differences We must be aware of the cultural differences that exist within our organization to prevent that exist within our organization to prevent

misperceptions of our motives.misperceptions of our motives.

LDR 2-16



Building an Building an Organizational TowerOrganizational Tower– Purpose Purpose

• To provide the student with an experiential opportunity to explore and observe the effects of individual and group behavior and culture within a contemporary fire department.

LDR 2-17


Activity 2.2Activity 2.2(continued)(continued)

Building an Organizational TowerBuilding an Organizational Tower– Tips for TransferTips for Transfer

• Consider how this activity relates to your experience

• What are the similarities and differences?

LDR 2-18


Guiding Principles Guiding Principles

Often debated Often debated

Subject to personal perspective Subject to personal perspective

Covey’s eight critical factors of Covey’s eight critical factors of principle-centered leaders principle-centered leaders

LDR 2-19


Eight Critical FactorsEight Critical Factors

Continually learningContinually learning– Seek trainingSeek training– Take classes, and Take classes, and – Listen to others; always ask questions, Listen to others; always ask questions,

mostly self-initiated mostly self-initiated

Service-orientedService-oriented– See life as a mission, not a careerSee life as a mission, not a career– Wake up and put on the harness of Wake up and put on the harness of

serviceservice– Feels the need to carry a loadFeels the need to carry a load

LDR 2-20


Eight critical factorsEight critical factors(continued) (continued)

Radiate positive energyRadiate positive energy– OptimisticOptimistic– UpbeatUpbeat– Negativism is the enemy of productivityNegativism is the enemy of productivity

Believe in other peopleBelieve in other people– Believe people and behavior are two Believe people and behavior are two

different thingsdifferent things– See potential in othersSee potential in others– Refuse to label othersRefuse to label others– Endeavor to be non-prejudicial Endeavor to be non-prejudicial

LDR 2-21


Eight Critical Factors Eight Critical Factors (continued) (continued)

Lead balanced lives, active Lead balanced lives, active – IntellectuallyIntellectually– SociallySocially– PhysicallyPhysically– Spiritually Spiritually

See life as an adventureSee life as an adventure– Security comes from withinSecurity comes from within– Have initiativeHave initiative– SpiritSpirit– WillpowerWillpower– Courage Courage

LDR 2-22


Eight Critical Factors Eight Critical Factors (continued) (continued)

SynergisticSynergistic– See the whole as greater than the sum See the whole as greater than the sum

of its partsof its parts– Work hard and work smartWork hard and work smart– Not threatened by others, no need to Not threatened by others, no need to

micromanagemicromanage

Exercise for self-renewalExercise for self-renewal– Regularly exercise the four dimensions Regularly exercise the four dimensions

of human personality (physical, of human personality (physical, mental, emotional, spiritual) mental, emotional, spiritual)

LDR 2-23


Causes for FailureCauses for Failure

Wealth without workWealth without work– Trying to get something for nothingTrying to get something for nothing– Fraudulent schemesFraudulent schemes

Pleasure without consciencePleasure without conscience– The query of the immature has always The query of the immature has always

been: “What’s in it for me?”been: “What’s in it for me?”– Independence is only a mid-point of Independence is only a mid-point of

development development

LDR 2-24


Causes for Failure Causes for Failure

Knowledge without characterKnowledge without character– Purely intellectual development without Purely intellectual development without

building strong, principled character is deadly building strong, principled character is deadly to societyto society

Commerce without morality Commerce without morality – Economic systems operating without morality Economic systems operating without morality

have been the downfall of many great have been the downfall of many great civilizationscivilizations

Science without humanityScience without humanity– If science becomes all knowledge and If science becomes all knowledge and

technique, it quickly degenerates into man technique, it quickly degenerates into man against humanity against humanity

LDR 2-25


Causes for Failure Causes for Failure (continued) (continued)

Religion without sacrificeReligion without sacrifice– If we do not truly sacrifice for a cause, If we do not truly sacrifice for a cause,

we will never truly love/live it we will never truly love/live it

Politics without principlePolitics without principle– If there is no principle there is no “true If there is no principle there is no “true

North”North”– Image and self-preservation become Image and self-preservation become

the consuming ends the consuming ends

LDR 2-26


Developing Self: Developing Self: Accountability Accountability

Setting measurable goals Setting measurable goals

Standards and criteria Standards and criteria – Consistency empowers you and your members Consistency empowers you and your members

to set benchmarks to set benchmarks

Do not ask others to do what you would Do not ask others to do what you would not do yourself if you were in their position not do yourself if you were in their position

Be willing to keep score Be willing to keep score

Audit personal routines Audit personal routines

Are you walking the walk or just talking Are you walking the walk or just talking the walk?the walk?

LDR 2-27


Developing Self: Developing Self: ResponsibilityResponsibility

ResponsibilityResponsibility– Take personal responsibilityTake personal responsibility– Take responsibility to act Take responsibility to act

• Take the responsibility for the consequences of your actions

– Expect a higher level of responsibility Expect a higher level of responsibility from yourself than others from yourself than others

– Be responsible for the actions of Be responsible for the actions of followers and achieve the objectives of followers and achieve the objectives of the organization the organization

LDR 2-28


Leadership is a PrivilegeLeadership is a Privilege

Followers watch to see if: Followers watch to see if: – You walk the talkYou walk the talk– You hold yourself accountable and You hold yourself accountable and

responsible for your decisions and responsible for your decisions and actions actions

LDR 2-29



Personal Leadership Plan: Personal Personal Leadership Plan: Personal Philosophy of Leadership Philosophy of Leadership

Purpose:Purpose: – The essence of gaining insight into The essence of gaining insight into

leadership is to first explore your leadership is to first explore your thoughts on leadership. This activity thoughts on leadership. This activity provides an opportunity for you to provides an opportunity for you to reflect on the dialogue and lessons on reflect on the dialogue and lessons on leadership to date and construct your leadership to date and construct your own written statement of a leadership own written statement of a leadership philosophyphilosophy

LDR 2-30



Tips for TransferTips for Transfer– Throughout the leadership course you Throughout the leadership course you

should review this philosophy should review this philosophy – Revisit this philosophy as you grow as Revisit this philosophy as you grow as

a leadera leader– Make changes as necessaryMake changes as necessary– Use it as a “check and balance” when Use it as a “check and balance” when

making leadership decisions making leadership decisions

LDR 2-31


SummarySummary

The roles, tasks, and responsibilities The roles, tasks, and responsibilities of leadershipof leadership

Effect of style on the ability of the Effect of style on the ability of the leader to influence an organizationleader to influence an organization

The concept of self and roleThe concept of self and role

Principled-based leadership Principled-based leadership

Responsibility and self-accountabilityResponsibility and self-accountability

Your leadership philosophyYour leadership philosophy

united states fire administration chief officer training curriculum leadership module 2: application...

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