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CAPTAINS EXAM 2021 > CHAPTER 3 Leadership & Supervision > Flashcards

CHAPTER 3 Leadership & Supervision Flashcards

1
Q

_____ is critical in emergency situations where personal risks are high, and hazardous conditions can change rapidly. In nonemergency operations & during daily work activities, ______ is essential for using resources efficiently and ensuring a safe and healthy environment.

A

Leadership Leadership

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2
Q

_____ has been called a trait, a behavior, a skill, a talent, a characteristic, a science, and an art.

A

Leadership

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3
Q

Effective Leaders:

A

Empower others and enable them to act Plan for success Build Trust Understand the system Inspire a shared vision Recognize challenges Model desired behavior Encourage subordinates Establish priorities

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4
Q

1st priority is - 2nd priority is - 3rd priority is -

A
  • Emergency response
  • Pre-emergency readiness through training, planning, and maintenance
  • Administration - including facility maintenance and documentation
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5
Q

Leadership skills can be addressed and assessed through: 4

A
  1. Self assessments 2. Mentor feedback 3. 360-degree feedback evaluations 4. Annual/supervisory reviews
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6
Q

In 1939, Kurt Lewin indentified what 3 leadership styles based on decision-making

A

Autocratic Democratic Laissez-faire

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7
Q

What are the 2 other Leadership styles identified by Burns, 1978 & Bass, 1985

A

Transformational Transactional

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8
Q

This leadership style provides clear directions of what, how, and when tasks will be performed. Followers provide little or no input into decisions; Orders flow from the top down, and compliance is accomplished through rules, regs, and punishment for non-compliance

A

Autocratic

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9
Q

This leadership style Leaders solicit input from their followers before making decisions. Sometimes called participative leadership, this style requires followers to participate in the process and be held accountable for the task delegated to them

A

Democratic

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10
Q

This leadership style Leaders do no make decisions or avoid making them. Followers are left to make decisions and solve problems for themselves. Leaders typically have very little authority in their organizations, although this style may be appropriate in situations where followers are highly skilled and self-motivated

A

Laissez-faire

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11
Q

Leadership style in which organizational change is accomplished by followers commitment to the leaders vision & inspirational

A

Transformational

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12
Q

Leadership style sometimes called managerial leadership, this style enforces compliance through rewards & punishments. This style seeks to maintain consistency and is most effective in situations where performance needs to be standardized and consistent

A

Transactional

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13
Q

Leaders can take the following 8 steps to develop a Command Presence:

A

Step 1: Determine what the situation is

Step 2: Know what resources are available to apply to the situation

Step 3: Develop the strategy & tactics required to resolve the situation

Step 4: Listen to all points of view, when appropriate

Step 5: Make the decision

Step 6: Implement the decision

Step 7: Evaluate the decision and modify as necessary

Step 8: Take responsibility for the decision

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14
Q

_____ is a system of morale principles. These principles define what is correct & proper behavior for the members of a society

A

Ethics

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15
Q

_____ _____ determine what an individual believes about morality and right & wrong

A

Personal Ethics

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16
Q

Ethics: 3-Step Check:

A

Step 1: Is it legal?

Step 2: Is it fair to all concerned

Step 3: How will it make me feel about myself

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17
Q

Lying is a common form of unethical behavior. Lying, like most forms of unethical conduct, is about immediate gratification in what 4 areas:

A

Basic needs Affiliation Self-esteem Self-gratification

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18
Q

_____ _____ is a critical variable influencing career success, personal achievement, & life satisfaction

A

Emotional Intelligence (EI)

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19
Q

What are some of the skills that contribute to an individual’s over-all level of emotional intelligence:

4

A
  • Leadership skills (social awareness, empathy, decision making)
  • Self-management skills (time management, drive strength, & commitment ethic)
  • Intrapersonal skills (self-esteem & stress management)
  • Interpersonal skills (assertion, anger management, & anxiety management)
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20
Q

Humans have both an _____ mind, that reacts very quickly w/ behaviors based on experience, and a ______ mind, which acts more slowly and is more systematic. Because reactive or impulsive behavior is SELF-DEFEATING in the workplace, especially for the officer must balance emotional & cognitive parts of their minds before reacting, especially in a stressfull situation

A

Emotional

Cognitive

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21
Q

What is ELS

What are the 5 steps involved in the ELS process?

A
  • Developed by Darwin Nelson & Gary Low @ Texas A&M University
  • Is an education & skills based approach to developing specific skills, behaviors, & attitudes
  • Steps Involved:
    1. Self-Assessment: EXPLORE
    2. Self-Awareness: IDENTIFY
    3. Self knowledge: UNDERSTAND
    4. Self-Developement: LEARN
    5. Self-Improvement: APPLY & MATCH
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22
Q

What are the 3 parts to assertive communication that can help you maintain your rights as a person while also respecting another persons rights:

A

1st: use the first person singular: “I feel, I believe, I think”

2nd: describe what you think or feel about a particular situation: “I feel frustrated when the equipment is not returned to its proper place on the truck”

3rd: express what you would like to have happen: “I feel frustrated when the equipment is not returned to its proper place on the truck, so i would like to discuss the reasons that it is critical that we always know where to find equipment and that is always maintained & ready to use”

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23
Q

EI skills that contribute to effective leadership are:

A
  • Social awareness
  • empathy
  • decision-making
  • positive influence
  • Requires knowing your own interpersonal skills, others interpersonal skills, and being able to accomplish task effectively.
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24
Q

EI skills related to self management include:

A

Time management

Drive strength

Commitment ethic

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25
Q

_____ is an emotional skill that is especially useful for communication under stressful situations

A

Assertion

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26
Q

Individuals w/ a fully developed commitment ethic demonstrate the following traits:

A

Internal pride & satisfaction

Outward dependability

Self-motivation

Persistence, regardless of the challenges they encounter

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27
Q

Breaking the emotional reactivity habit is paramount. EI skills can be developed in different ways depending on your preferred learning style, but must be ACTIVE, INTENTIONAL, & SELF-DIRECTED:

3

A
  • Self-directed coaching, which includes setting high goals, developing a plan to attain them, and the intentional directing your efforts
  • Guided emotional mentoring, which involves observing and modeling what you see happening w/ your own mentors
  • Active imagination, which involves use of positive imagery
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28
Q

_____ - Includes the process of directing, overseeing, and controlliing the activities of other individuals

______ - Refers to the administration & control of projects, programs, situations, or organizations.

A

Supervision

Management

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29
Q

IAFC divides fire officer ranks into 4 levels in its Professional Developement Model:

Level I -

Level II -

Level III -

Level IV -

A
  • Level I - Supervising fire officer (all company officers)
  • Level II - Managing fire officer (battalion, district, and assistant chiefs)
  • Level III - Administrative fire officer (admin chiefs in charge of divisions or bureaus within the dept)
  • Level IV - Executive fire officer (chief of dept)
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30
Q

If faced w/ a subordinate who will only respond to strict authority, an officer may have to “I am the officer in charge of this company”. This ______ approach should only be used in the most EXTREME situations and as a LAST resort

A

Authoritative

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31
Q

First line supervisor should categorize activities into what 3 priority levels?

A

Emergency Response

Preparation for emergency response

Organizational duties

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32
Q

This priority level includes:

  • conducting training & drills as a team
  • ensure readiness of PPE, apparatus, & tools
  • develope pre-incident plans for occupancies & hazards
A

Emergency Response

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33
Q

This level of priority includes the following activities:

  • Being technically & tactically proficient & ensure that unit members are physically and mentally prepared to respond to emergency situations during their work shift
A

Preparation for emergency response

34
Q

This level of priority includes the following activities:

Thoroughly and efficiently complete reports and records, station maintenance, & other administrative duties

A

Organizational Duties

35
Q

What does the SMART Acronym stand for and what is it used for?

A
  • S - Specific
  • M - Measureable
  • A - Action oriented
  • R - Relevant
  • T - Time sensitive
  • Assists a company officer in managing & leading a crew
36
Q

The S in the SMART acroynm stands for what?

A

Specific - Provide a precise description of what must be accomplished

37
Q

The M in the SMART acroynm stands for what?

A

Measurable - Ensure that progress toward the end goal can be determined

38
Q

The A in the SMART acroynm stands for what?

A

Action-oriented - Describe what and how actions will be taken

39
Q

The R in the SMART acroynm stands for what?

A

Relevant - Ensure that what you set out to achieve is needed and attainable

40
Q

The T in the SMART acroynm stands for what?

A

Time sensitive - Set deadlines for completion

41
Q

Employees who are involved in the process of establishing objectives will have more incentive to accomplish these objectives. What are 3 ways to involve employees in this process include:

A
  1. Require the employee to accomplish a specific task
  2. Delegate tasks
  3. Use democratic leadership principles
42
Q

Bruce Tuckman (Tuckman, 1965) developed what 4-stage developement model:

A

Forming

Storming

Norming

Performiing

43
Q

During this stage of Bruce Tuckmans 4-stage developement model:

  • The group establishes and adheres to its own set of norms and values
  • Members become closer and more cohesive
  • Company officer again must be aware of team norms and values as much as possible to make sure that those norms dont violate the sense of decency.
  • The leader transitions into the role of a peer, allowing other team members to share leadership responsibilities
A

Norming

44
Q

During this stage of Bruce Tuckmans 4-stage developement model:

  • The supervisor works to maintain team spirit as the group accomplishes its objectives
  • At this stage, the group is a true team with all members sharing leadership
A

Performing

45
Q

During this stage of Bruce Tuckmans 4-stage developement model:

  • Employeees are initially uncertain of their roles in the group. They are not certain that they can trust or work w/ the other members.
  • As relationships grow, trust and respect develope
  • Members begin to see themselves as part of the group and become enthusiastic about the challenges of a new project or task.
  • This phase is critical within the team-developement process and one in which a company officer can have significant effect.
A

Forming

46
Q

During this stage of Bruce Tuckmans 4-stage developement model:

  • Conflict may result as members compete for a position of informal leadership or attempt to exert their personal influence
  • The leader is supportive in this stage
  • He actively listens to members and provides explanations for decisions.
  • The most critical aspect of successful team developement is to reduce the amount of time the group spends in this phase
A

Storming

47
Q

During this stage of Bruce Tuckmans 4-stage developement model:

  • Is the planned (sometimes unplanned) termination of the group task.
  • Includes aknowledgement of the groups accomplishments and recognition of the participation of the individual members.
  • It is an opportunity to debrief group members and determine if any changes in the process should be made
A

Adjourning

48
Q

The best way to support & motivate personnel is to create a working environment where personnel can be invested in their work and excel in their positions. The company officer can use a number of methods to create this work environment, such as:

A

Empowering employees

Providing rewards or incentives

Coaching, counseling, and mentoring unit members

Celebrating accomplishments

49
Q

Empowering Employees - To empower employees, supervisors must relinquish some authority and have confidence in the skills, judgement, & ability of others.

This type of leadership:

5

A
  1. Allows subordinates to take responsibility for their actions & decisions
  2. Increases employee self-esteem and motivation
  3. Shares decision-making power with employeess
  4. Gives employees a vested interest in a project and in the organization
  5. Allows employees to use special, non-job related skills to assist with projects
50
Q

When Rewarding employees make sure of what?

A
  • Employee must always earn the recognition
  • Rewards should be given ASAP following an accomplishment. Delaying any type of recognition lessens its value.
  • Consistency must be applied in the types of rewards given, the performance that results in rewards, and the criteria for giving them
51
Q

_____ in the workplace is process of giving motivational direction, positive reinforcement, and constuctive feedback to employees in order to maintain and improve their performance

A

Coaching

52
Q

Effective feedback needs to be ____, ____, ____, and _____

A

Honest, Immediate, Direct, and Frequent

53
Q

Four-step method for counseling employees:

A
  1. Describe the current performance
  2. Describe the desired performance
  3. Gain a commitment for change
  4. Follow up the commitment
54
Q

_____ includes:

Providing guidance in career choices

Assisting in gaining specialized training

Providing outside resources

Making challenging work assignments

Monitoring subordinates achievement

Understanding how diversity affects the workplace

A

Mentoring

55
Q

Mentoring program enhances individual ____ and improves _____

A

skills

productivity

56
Q

This Generational group includes:

  • Born between 1946-1964
  • Typically idealistic
  • Place high value on fairness, equility, hard work, and competition
  • Hx of questioning authority and wanting to know why something is important
  • Tend to place high value on education, family, and personal leisure time
  • Tend to be workaholics and work efficiently
  • Team players and desire quality
  • Respond positively to achievement titles
  • Want to be valued and needed
A

Baby Boomers

57
Q

This Generational group includes:

  • Born between 1965 & 1980
  • Req personal flexibility and thrive on feedback from instructors and supervisors
  • Prefer to work independently w/ minimal supervision
  • Seek a balance between work and leisure time in their lives
  • Accustomed to change
  • Self-reliance is important, more entrepreneurial
  • May exhibit some qualities of the Baby Boomers (parents) and some qualities of Millennials (children)
  • Referred to as the “Baby Bust” because their population is much smaller than that of their parents
A

Gen-X

58
Q

This Generational group includes:

  • Born between 1980-1995
  • Use technology as part of daily lives
  • Use online social networks as a way of creating relationships and sharing info
  • Generally optimistic
  • Appreciate diversity
  • Demand instant gratification in the form of tangible results in their efforts
  • Take a broad world view
  • High expectations of educational outcomes
  • Often require detailed explanations of theories/tasks
  • Embrace multitasking
  • Goal-oriented
  • Work is a means to an end
  • Embrace email and VM over in-person communications
A

Millennials, Gen-Y, Dot-comers, Nexters

59
Q

This Generational group includes:

  • Born between 1995-2012
  • Grew up using internet
  • Use online social networks as a way of creating relationships and sharing info
  • Move from desktop PC to mobile computing resources
A

Generation Z, Post-Millennials

60
Q

The process of controlling and directing available resources for the purpose of achieving a goal or objective through the use of authority or persuasion

A

Managing

61
Q

As supervisors, company officers are directly responsible for managing the effective and efficient use of resources under their command. Primary resources provided by tax or fee payers through political and economic support include:

A

Personnel

Facilities

Apparatus

Tools and equipment

Legal Jurisdiction

62
Q

French engineer Hanri Fayol introduced what 5 universal functions of management that are still relevant today

  • List the 4 that are relevant to the Fire Service:
A

Planning

Organizing

Directing

Controlling

63
Q

French engineer Hanri Fayol introduced what 5 universal functions of management, this function includes:

  • Guide, influence, inspire, and motivate employees to achieve the goals and objectives within a group.
  • This Function is a proactive approach to managing, as the company officer applies leadership and supervision concepts.
A

DIRECTING

64
Q

French engineer Hanri Fayol introduced what 5 universal functions of management, this function includes:

  • Creating a mission statement & setting goals & objectives
  • Developing tactical plans for accomplishing a specific objective
A

PLANNING

65
Q

French engineer Hanri Fayol introduced what 5 universal functions of management, this function includes:

  • Establishing and implementing mechanisms to ensure that objectives are attained.
  • Setting performance standards
  • Measuring and reporting the actual performance
  • Comparing the performance standard with the actual performance
  • Taking preventative or corrective action to close the gap between the two perfomance levels
A

CONTROLLING

66
Q

French engineer Hanri Fayol introduced what 5 universal functions of management, this function includes:

Coordinate tasks and resources to accomplish the units goals & objectives by:

  • Establishing the units internal structure, system, or organization
  • Creating labor divisions
  • Coordinating resouce allocation
  • Taking responsibility for tasks and information flow w/ in FD
  • Filling positions w/ qualified ppl
A

ORGANIZING

67
Q

Most company officers have the knowledge to perform technical tasks. However to be an effective manager, they must possess the following:

A
  • Administrative Skills

(comp skills, knowledge of laws, codes, ordinances, labor/management agreements, budgets, creating reports etc)

  • Human & Communication Skills

(Interpersonal skills, ability to work well w/ others and supervise subordinates, sucess or failure often hinges on ones ability to communicate effectively)

  • Conceptual & Decision-Making Skills

(ability to understand abstract ideas, solve problems, understanding organization as a whole, and how various parts are inter-related)

68
Q

_____ determines in advance what an orgaization, a group, or an individual should do and how it will get done.

Its the foundation of the management process

A

Planning

69
Q

Planning should be documented in a ____ ____. Documentation provides evidence of the decisions that were made and serves as a guide for future planning. Should the results of the planning fail to meet the required goal, the documentation will assist in determining why the plan needs to be altered and how to do it.

A

Timely Manner

70
Q
A
71
Q

Plans are generally classified by what?

What 2 broad categories are they divided into?

A

Frequency w/ which they are used

Standing Plans & Single-use Plans

72
Q

This best describes what type of Plan:

  • Includes policies, procedures, and rules that are used frequently to manage day-to-day emergency and nonemergency unit activities.
  • Help to ensure the consistent and equal application of authority while defining responsibility w/ in organization
A

Standing

73
Q

This best describes what type of Plan:

  • Accomplish a specific objective, such as the development of a program, project, or budget.
  • Usually intended to reach an objective with a short time period
A

Single-Use

74
Q

This best describes what type of Plan:

  • Take into account the external factors that affect an organization, such as changes in the economy, demographics, service requirements, hazards, and technology.
  • They chart the organization’s course over an indefinite future that is divided into definite time components
A

Strategic

75
Q

This best describes what type of Plan:

  • Focus on how objectives will be accomplished.
  • These objective, fact-based plans deal w/ factors that are withing the control of the organization
A

Operational/Administrative

76
Q

This best describes what type of Plan:

  • Create alternative plans that can be implemented in the event of unforseen events that make original plans unsuitable
A

Contingency

77
Q

An evaluation method that encorporates feedback from multiple sources such as the worker, his/peers, superiors, subordinates, and customers

A

360-degree Feedback Evaluation

78
Q

An individual’s ability to correctly perceive and label their own and others emotions.

AKA Emotional Quotient (EQ)

A

Emotional Intelligence (EI)

79
Q

System of moral principles governing the perception of right & wrong

A

Ethics

80
Q

Ability to motivate other people to follow your example and do the things that you want them to do

A

Leadership

81
Q

Process of accomplishiing organizational objectives through effective and efficient handling of resources

Sanctioned Leadership

A

Management

82
Q

A statistic tool used in project management that is designed to anaylze and represent the tasks involved in completing a given project

A

Program (or project) Evaluation & Review Technique (PERT) Chart

CAPTAINS EXAM 2021 (9 decks)

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