1. Chapter One LEADERSHIP Chief Officer
Public Safety Training & Development, LLC
Chief Officer
Chapter One
LEADERSHIP

2. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Knowledge Objectives (1 of 2)
Discuss the history of the fire service.
Explain the need for leadership in the fire service.
Explain the difference between the science and art of leadership.
Develop a higher level of leadership.
Discuss the different elements needed in a fire organization.

3. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Knowledge Objectives (2 of 2)
Explain the different leadership styles and how they pertain to the work of a chief officer.
Describe an effective fire service leadership model.

4. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Skills Objectives
Develop an effective fire service leadership model.

5. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Introduction
New trends shape the fire service.
Change department structures and their roles in the community
Many departments could function better with more effective leadership.
Essential element in the management of any organization

6. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
What is leadership?
-The act of leading a group of people in an organization.
Does leadership change the organization? or
Does leadership change with the organization?
“Leadership is lifting a person’s vision to high sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations” —Peter Drucker
Remember

7. History of the Fire Service (1 of 2)
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
History of the Fire Service (1 of 2)
Earliest fire organizations existed within the Holy Roman Empire.
Earliest fire service in the United States dates back to the Jamestown colonies.
First fire service companies were mostly staffed by volunteers.

8. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
History of the Fire Service (2 of 2)
Participation in the fire service
Provides support for fire fighters and their families in and out of the workplace
Municipal fire protection
Municipal public fire department
Fire bureau
County fire department
Fire protection district

9. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
NFPA 1021 Standard
NPFA 1021 does not have specific job performance requirements for leadership.
Specifies a series of skills to be acquired to rise through the ranks
Fire Officer III and Fire Officer IV are:
Responsible for direct supervision of people
Responsible for maintenance of organizational environment

10. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
The Need for Leadership in the Fire Service (1 of 7)
Leadership is the ability to get something done by someone else because he/she wants to do it.
Without an effective leader, service delivery will come to a halt.

11. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
The Need for Leadership in the Fire Service (2 of 7)
Correlation between diminished leadership skills and danger to firefighters and citizens

12. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
The Need for Leadership in the Fire Service (3 of 7)
An incident commander must:
Establish command
Conduct 360-degree size-up
Read the smoke
Comprehend building construction and location of building services and systems
Evaluate risk
Develop most appropriate strategy

13. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
The Need for Leadership in the Fire Service (4 of 7)
An incident commander must (cont’d):
Use decision-point strategy
Exercise sound and timely decision-making
Establish necessary incident command system (ICS) structure
Assign a safety officer
Maintain accountability of personnel
Identify radio frequency to be used

14. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
The Need for Leadership in the Fire Service (5 of 7)
An incident commander must (cont’d):
Call for additional resources
Thoroughly comprehend National Incident Management System (NIMS) principles and unified command
Establish effective communications
Set up fire ground
Monitor progress continually

15. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
The Need for Leadership in the Fire Service (6 of 7)
An incident commander must (cont’d):
Change strategy if conditions suddenly change
Liaise with other agencies
Execute mayday procedures
Prepare for rehab
Investigate the fire
Execute appropriate actions after the fire
Monitor air quality
Understand de-escalation principles

16. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
The Need for Leadership in the Fire Service (7 of 7)
An incident commander must (cont’d):
Manage actions of personnel back at quarters
Document incident in national fire incident reporting system (NFIRS)
Understand information to be released
Brief the fire chief for large-scale events
Critique the incident

17. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Understanding the Organization (1 of 7)
Every organization consists of the following:
Structure—pattern of jobs or groups of jobs
Bureaucracy—hierarchy
Adhocracy—flexible and informal organizational structure
Process—activities that breathe life into the structure
Behavior—multidisciplinary interaction between people and organization*

18. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Understanding the Organization (2 of 7)
A chief fire officer must work to create:
Vision—collaborative effort to envision the organization’s direction
Mission—the reason an organization exists*
Goals—provide the purpose toward which an organization strives
Objectives—tasks that must be accomplished in order to meet goals

19. Chief Officer – Chapter One Leadership
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Chief Officer – Chapter One Leadership
Understanding the Organization (example)
Vision statement provides guidance and motivation
Guides mission
Provides basic philosophy on core values
Establishes performance criteria (critical success factors)

20. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Understanding the Organization (3 of 7)
Structure
Division of work is based on specific functions within the department.*
Depends on the size and the population of the community
Unity of command and span of control facilitate communication and leadership.

21. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Understanding the Organization (4 of 7)

22. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Understanding the Organization (5 of 7)

23. Chief Officer – Chapter One Leadership
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Chief Officer – Chapter One Leadership
Understanding the Organization (6 of 7)
Organizational culture
Beliefs, values, and norms shared by members of an organization (*parallel)
Common cultural elements include:
Shared meanings and perceptions
Behavioral codes
Prescriptions and preferences
Myths, legends
Emblems and rituals

24. Chief Officer – Chapter One Leadership
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Chief Officer – Chapter One Leadership
Understanding the Organization (7 of 7)
Trends
Regionalization
Sharing of services and facilities
Flat organizations
Fewer layers of supervision and management
Flexibility
Adoption of processes and procedures that enable an organization to respond to different situations

25. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Effective Leadership in the Fire Service (1 of 6)
Effective leadership includes setting goals and creating objectives, plans, and orders.
A leadership plan can be developed by combining different leadership theories.

26. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Effective Leadership in the Fire Service (2 of 6)
Military influence
Functions during military conflicts:
Be technically and tactically proficient.
Know yourself and seek self-improvement.
Know your people and look out for them.
Keep your people informed.
Set the example.
Train as a team.
Seek responsibility and take responsibility.

27. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Effective Leadership in the Fire Service (3 of 6)
Military influence (cont’d)
Similarities between war and firefighting:
Involves life and death
Decisions must be made quickly
Decisions must be made without having all the facts
Members may be experiencing fear and stress

28. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Effective Leadership in the Fire Service (4 of 6)
Fire service leadership model

29. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Effective Leadership in the Fire Service (5 of 6)
Fire service leadership model (cont’d)
Several concepts of LEADERSHIP:
Lead from the front.
Effectively communicate.
Advise, mentor, and counsel.
Decide, act, and evaluate.
Envision the future.
Remain flexible.

30. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Effective Leadership in the Fire Service (6 of 6)
Fire service leadership model (cont’d)
Several concepts of LEADERSHIP (cont’d):
Share your knowledge.
Honesty is always right.
Invest in your personnel.
Prepare to fail if you fail to prepare.

31. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Leading versus Managing
Leadership is influencing people to take action to achieve a desired end.
Many great leaders are poor managers; many great managers are poor leaders.
Management is transactional.
Leadership is transformational.

32. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Leadership Styles (1 of 14)
Charismatic leadership
Lies in the strength and example of the leader.
Techniques:
Articulating a vision
Setting high expectations
Demonstrating excitement
Expressing confidence and support
Seeking, finding, and using success
Empathizing

33. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Leadership Styles (2 of 14)
Charismatic leadership (cont’d)
Limitations:
Unrealistic expectations
People become dependent on the leader.
People become reluctant to disagree with the leader.
The leader must deliver continuing magic.

34. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Leadership Styles (3 of 14)
Situational leadership
Demonstrates the relationship between the leader’s behavior and a particular aspect of a situation
Leader’s success depends on the ability to understand and read his or her followers.

35. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Leadership Styles (4 of 14)
Situational leadership (cont’d)
Attributes for fire service
Focusing on the relationship between leader and follower
Understanding the role of the follower and the role of the leader in creating effective followers
Blending task and followers to create best results

36. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Leadership Styles (5 of 14)
Contingency leadership
Relationship between task orientation and relationship orientation
Task orientation is affected by the relationship between the follower and the leader.
Critical to functions performed in times of stress
The people accomplishing the task are the focus.

37. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Leadership Styles (6 of 14)
Contingency leadership (cont’d)
Attributes for fire service
Competition to strengthen the team
Knowing the members of the team
Concern for team members
Understanding the organization and its task structure

38. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Leadership Styles (7 of 14)
Citizen leadership
Favors people over task
Members work together for the common good.
Concern for the follower is the basis of this model.
All members should have leadership training.

39. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Leadership Styles (8 of 14)
Citizen leadership (cont’d)
Attributes for fire service:
Flexibility is an important situational factor.
Training of all personnel in leadership skills
Concern for individual talents of members
Perspective on the role of citizen leaders in history

40. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Leadership Styles (9 of 14)
Servant leadership
People are valued as individuals and for their ability to contribute to the organization.
Leaders lead based on who that person is.
Only works if leaders are there for their people

41. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Leadership Styles (10 of 14)
Servant leadership (cont’d)
Attributes:
Enthusiasm
Vulnerability
Acceptance of others
Availability to meet the needs of the people
Useful, proactive participation

42. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Leadership Styles (11 of 14)
Chameleon leadership
Leaders must understand the art of leadership and that every situation is unique.
An effective leader can adapt his/her style.
Few leaders achieve this level of flexibility.

43. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Leadership Styles (12 of 14)
Transformational/transactional continuum
Transformational leadership
Leaders and followers engage with each other to raise one another to higher levels of motivation and morality.*
Leadership focuses on binding together the interests of the leader and follower.

44. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Leadership Styles (13 of 14)
Transformational/transactional continuum (cont’d)
Transactional leadership
Based on the transactions between the leader and the person being led
Rather than tailoring the task to the employee, the leader selects people capable of accomplishing the task.

45. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Leadership Styles (14 of 14)
Transformational/transactional continuum (cont’d)
Extreme ends of the continuum
Suggestions for balance:
Leader should have charisma.
Leader should provide intellectual stimulation.
Emphasize democratic, participative, relations-oriented leadership.

46. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Conclusion
Leadership in the fire service requires a combination of different styles.
Leader must understand the task and the people being led.
Leaders can be developed through training, reading, review, and practice.

47. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Summary (1 of 3)
Fire departments operate as a result of a variety of influences.
Municipal fire protection is a generally accepted function of local governmental service.
Fire Officer III and IV need leadership skills to perform duties and meet responsibilities.

48. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Summary (2 of 3)
A chief officer must delegate much of the workload to create a capable workforce.
Every organization consists of structure, process, and behavior.
The chief officer must make sure all members of the organization understand the organization’s mission, goals, and objectives.

49. Chief Officer – Chapter One Leadership
Public Safety Training & Development, LLC
Chief Officer – Chapter One Leadership
Summary (3 of 3)
Several leadership styles exist in a fire service organization.
Leadership requires integrating support and concern for people with consideration of the environment.