Firefighter Management Styles

Officers are taught to lead by example which means learning from the officers who came before them. As a leader in the army, a solider is constantly watched and must uphold the army core values at all times. Setting a good example for the young, non commissioned officers (NCOs) in the battalion is vital to the battalions cohesion and morale. In order to lead by example an officer is taught different leadership styles to incorporate in the field For instance, participating leadership style is especially appropriate when there is time receive input, information, and recommendations of your subordinates. The primary goal of the army is to develop the leaders of tomorrow. Leadership can always be improved on throughout life.

The book “Primal Leadership: Unleashing the Power of Emotional Intelligence” explores the role of emotional intelligence in leadership. Also, opens links between organizational success or failure and "primal leadership," the authors argue that a leader 's emotions are spreadable. If a leader spread energy and enthusiasm, the organization will thrives. If a leader spreads negativity and conflict, the organization will struggles. The authors of this book are Daniel Goleman, Richard Boyatzis, and Annie McKee’s. The following paragraph will provide short background about each author.

There are several very different types of management styles ranging from democratic which allows the subordinates to play an active role in the decisions that management makes to autocratic which cuts the subordinate out of the decision making process allowing those in management to make a unilateral decision. Both styles have their proponents as well as their detractors. This paper will outline the various forms of management and attempt to clarify and categorize their various strengths and weaknesses.

The author Daniel Goleman discusses in his article that effective leaders are ones that provide different styles given at the correct moment. In his article Leadership That Gets Results he states that these different styles are derived from areas of emotional intelligence. Emotional intelligence is broken down into six different leadership styles they are; coaching, pace setting, democratic, coercive, authoritative, and affiliated leadership. He provides a very clear picture by using the story of golf pro and the athlete's pro bag. The pro after assessing how he will maneuver over the golf course, adjusts by figuring out what golf club in his bag he will need to use at that given time (Goleman).

"By failing to prepare, you are preparing to fail." - Benjamin Franklin Various organizations fail to plan and which in most cases causes unnecessary stress on the entire organization. In order to be successful an organizations must set organizational controls. Organizational controls assist managers in their daily operations. Furthermore, Fire Chiefs must understand the essentials of organizational control. Jones & George (2011) suggested, “It helps managers obtain superior efficiency, quality, responsiveness to customers, and innovation-the four building blocks of competitive advantage.” (p. 261) In regards to superior efficiency, the Fire Chief and management staff must evaluate the organization as a whole. In other words,

Crew resource management (CRM) is a system of utilizing the experience, attentiveness, and knowledge of all members on an emergency scene (Ford, 2012). The utilization of crew resource management allows for a better perspective of a situation or scene, which will then allow for better decisions to be made. To establish CRM, a department will need to empower all members, change the culture, and provide CRM training.

There are two simple reasons why leaders and managers should not use emotional intelligence that I can think of one would be when an employee is not being the

There are many different positions in an organization that require different knowledge, skills and abilities. Supervisory and management positions encompass more than just technical knowledge, skill and expertise in their given area, but being leaders over others. This is of interest to organizations in having leaders who are able to motivate, understand and get their teams to work together. Many organizations are looking to improve their performance and productivity through finding and placing the right people in leadership positions. How the concept of emotional intelligence and its evolution has come to the forefront in assisting companies about leadership performance and decisions will be discussed along with the debate among

With the lack of research dedicated to emotive leaders, the definition of this theory is linked to emotional intelligence, and behaviour, influence, and relational theories. R. D. & Salovey .P. (2014), argue that emotional intelligence has four main components. These are reading people, which utilizes skills in identifying emotions and being able to express emotions logically; getting in the mood, which uses emotion constructively, allowing emotions to influence thought and matching emotion to the task; predicting the future emotion, which involves conducting a ‘what-if’ analysis; and doing it with feeling, managing emotions, staying open to emotion and integrating emotions into

With the lack of research into emotive leaders, the definition of this theory can be linked to emotional intelligence, Behaviour theories, Influence theories and Relational theories. Caruso .R. D. & Salovey .P. (2014), argue that emotional intelligence has four main skills. The four skills are reading people, this means identifying their emotions, and being able to express your own. Getting in the mood, use emotions, allowing emotions to influence thought, match emotion to the task. Predict the emotional future, this suggests understand emotions, and conducting a ‘what-if’ analyses. And Do it with feeling, managing emotions, staying open to emotion and integrate emotions into thinking. Emotive leadership is about connecting with people.

Various authors have been debating the issue of emotional intelligence and organizational leadership. However, the existing discourse on the matter has been hampered in terms of limited theoretical applications. Moreover, many analysts have failed to propose effective relationships among constructs, thus failing to offer any meaningful relationship between emotional intelligence and organizational leadership. Nevertheless, many authors offer a candid evaluation of the issue in terms of discussing empirical data although few of them create a relationship between organizational leadership and emotional intelligence.

Possession of emotional intelligence is an essential component for every effective leader in whatever capacity. The ability for a leader to comprehend and manage his or her emotions and of the people close to them is critical in good leadership. As outlined by Kotter, good leadership needs “motivating and inspiring,” in other words, keeping individuals moving in the appropriate direction, in spite of significant obstacles to change, through appealing to elementary, but untapped human values, needs, and emotions (92). Not only does this define a good leader, but it also goes a long way in differentiating between a leader and a manager. When an individual blends different aspects of emotional intelligence with management skills, he or she

There are some businesses in the world that stand out more then others due to their success and ability to stay relevant in their sectors. Three such companies, Apple, Google and Semco are like the "all-star" team of corporations that command respect at the mention of their names. The reasons for their success are illustrated in the business articles “Managing Without Managers,” “How Apple Got Everything Right by doing Everything Wrong,” and “Where does Google go from here?” These articles give us some historical information about the companies, and some insights into their management styles. Apple has become very successful with an autocratic system under Steve Jobs, Google is very good to

Emotional intelligence is described as the ability for one to know and understand their own emotions as well as the emotions of others. However, understanding or knowing your emotional state is only half of the skill, one must be able to use the emotional information to guide them in there thinking and behavior towards others. As a leader we often don’t take the time to stop and recognize our current emotional state before acting on the situation. I believe this is due to the fact that our emotions and reactions are used so frequently that it becomes a natural habit, much like breathing. Everyone breathes with out ever having to think about it, but when you perform yoga you are asked to control your breathing to help relax your mind and body. Much like yoga, emotional intelligence requires one to first stop and recognize their current state, then based on the current situation, a leader must act effectively, but not in haste. Personally I think this is an area of my leadership that I need to work on. Within the last 6 months at my facility we hired a new CNO and during a meeting last month he did a little test on all of the leaders. He told us that an employee was hired to sit with an emotionally unstable patient all night to unsure nothing happened and that the patient didn’t leave. However during the night the employee fell asleep and patient got up out of bed and walked out of the hospital. Our CNO then asked how the group what type of disciplinary actions we

Emotional intelligence is also a positive phenomenon that is associated in Understanding Leadership. Some of the articles heavily focused on overviewing and analyzing the special issue on emotions and leadership. The articles discussed about the four key leadership issues. The four key Leadership issues related to Emotional Intelligence are Emotional and Leadership Emergence, Relationship of Emotions to the Leadership process, Perception about leaders, and last is the relationship between Leadership and Performance. The first issue concerns about the traits that is necessary for leadership. Empathy is the most important factor that serves as a nervous system to both emotional intelligence and leadership emergence. The second issue concerns about the relationship between the emotions and the leadership process. It is in conflict that a key leadership function is to manage all the emotions in the group as well as the group members, especially with regard to feelings that relate to heavy frustration and optimism. The third issue that has involved is all about the perception about the leaders. Being an emotional leader will have a larger impact on perceptions of leaders at least in certain circumstances. The fourth issue concerns about the relationship between leadership and the performance. Emotional Stability will contradict on the leadership as well as the performance of the