Term
| Functional analysis (role-mapping) breaks a particular job down according to a ‘hierarchy’. |
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Definition
Highest Level.
Operations - Incident
Second Level.
Incident Ground
Third Level.
Sizeup.
Lowest Level.
Identifying Potential |
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Term
| Describe the Role Map of Station Officer. |
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Definition
• Incident management
• Fire prevention and risk planning
• Supervisory management
• Station management. |
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Term
| Summarise Slims qualities that are needed to become a good officer. |
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Definition
• Intelligence
• Willpower
• Knowledge
• Loyalty
• Integrity. |
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Term
| What are the basic requirements of Leadership. |
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Definition
• Intelligence
• Motivation and Commitment
• Maturity
• Learn from Failure
• Positive attitude to people |
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Term
| What are the 3 generally recognised sources of leadership influence. |
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Definition
• Rank
• Personality
• Knowledge. |
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Term
| Describe Leadership Influence balance for the Station Officer |
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Definition
| At this operational level in a ‘performance critical’ organisation, the balance of influence is firmly tipped towards knowledge |
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Term
| Describe appropriate Leadership Focus and Style |
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Definition
Appropriate ‘leadership focus’ describes the need for leaders firstly to recognise which aspect of the ‘problem’ needs their fullest attention, and secondly to find ways of doing just that.
Appropriate ‘leadership style’ refers to the need for leaders to adapt the way
they present ideas, instructions, etc. |
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Term
| List 3 areas of need of Adairs Model of Leadership. |
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Definition
Task needs - Getting to grips with the job.
Team needs - Getting the best out of the team.
Individual needs - Getting the best out of all team members |
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Term
| List the Critical Functions of Action Centred Leadership. |
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Definition
TASK.
• Problem-solving
• Risk assessment
• Planning
• Setting standards
• Allocating work and resources
• Controlling pace of events
• Anticipating events.
TEAM.
• Briefing
• Setting standards
• Motivating
• Building morale
• Giving status
• Ensuring effective communication
• Keeping discipline
• Training
• Leading by example
INDIVIDUAL.
• Briefing
• Motivating
• Giving status
• Recognising skills
• Training
• Keeping discipline
• Support with personal problems
• Personal development |
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Term
| Leaders need to consciously develop their ability to. |
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Definition
• Accurately observe what is happening
• Analyse what the needs are (task, team, individual)
• Anticipate the risk and consequences of meeting/not meeting needs
• Decide what actions need to be taken next (priority)
• Decide what sequence of actions are required
• Communicate these accurately
• Observe that they are carried out and have the appropriate impact
• Adjust their plans to achieve an appropriate outcome. |
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Term
| Safe Person Concept as an officer you must remember: |
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Definition
• We may risk our safety, in a highly calculated
manner, to protect saveable lives
• We may risk our safety, a little, in a very careful
manner to protect saveable property.
• We will not risk our safety for lives or property that
are obviously lost. |
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Term
| Describe Tannenbaum and Schmidt's Leadership model. |
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Definition
| Tannenbaum and Schmidt (1958) described a continuum (or sliding scale) of leadership behaviour. They suggested that effective leadership requires a constantly changing balance between being task orientated at one extreme and people orientated at the other. |
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Term
| Describe Tannenbaum and Schmidt's Leadership Behaviour in relation to the NZFS |
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Definition
Leadership behaviour varies on a sliding scale rather than being a choice between two or more fixed styles.
‘Command’ style leadership and ‘Consensus’ style leadership. |
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Term
| Describe Tannenbaum and Schmidt's Officer-controlled style |
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Definition
- Fundamentally autocratic and directive.
- Appropriate for significant risk incidents
- Where very fast decisions are required. |
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Term
| Describe Tannenbaum and Schmidt's Crew-controlled style |
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Definition
- Fundamentally casual or ‘hands off’.
- Officer is a member of the crew.
- Appropriate for non-urgent, lowrisk tasks. |
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Term
| An effective leader chooses an appropriate leadership style that reflects the circumstances. What must leaders then assess. |
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Definition
The leader assesses:
• What is the task at hand?
• What are the risks?
• What is the time urgency?
• How skillful or knowledgeable the firefighters
• Maturity of people
• Opportunity to coach and develop crew? |
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Term
| Describe the Fire Service Leadership Styles. |
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Definition
Incident ground.
- leadership will require a more officer-controlled style so that the needs, risks and appropriate actions can be rapidly actioned.
On-station and in the community.
- leadership style will vary more, according to the task at hand and the maturity, attitude and skills of the crew. |
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Term
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Definition
- Handing over of responsibility for a given task to
a member of your team.
- When handing over responsibility, you can never hand
over accountability.
- Involves three inter-related apects. Responsibility, Accountability and Authority. |
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Term
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Definition
1. Allow you to get on with more significant work
2. Can affect your overall performance
3. Enables simultaneous activity
4. Utilise more appropriate skills
5. Demonstrates confidence in your people
6. Allow you to tackle issues that extend your own capacity
7. Maximise the use of available resources
8. Ensure that someone can act up in your absence
9. Lead to better ways of doing things
10.Powerful devlopment tool |
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Term
| Describe the principles of sound Delegation. |
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Definition
• Clear about what must be achieved
• Clear about the standards required
• Clear about timeframes. |
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Term
| What are the best practice principles of Delegation. |
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Definition
• Spread the responsibility by involving team
• Ensure that people can act in your absence
• Ensure that your own manager is appropriately informed•
• Ask for progress reports linked to interim deadlines
• Trust your people
• Show your appreciation for work well done. |
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Term
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Definition
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