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Fire Administration I

Fire Administration I. Randy R. Bruegman. Chapter 4 What is Your Leadership Style. Learning Objectives. Define the various leadership styles in use today Describe when each leadership style is appropriate Define the importance of the Johari Window in enhancing leadership ability.

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Fire Administration I

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  1. Fire Administration I Randy R. Bruegman Chapter 4 What is Your Leadership Style

  2. Learning Objectives • Define the various leadership styles in use today • Describe when each leadership style is appropriate • Define the importance of the Johari Window in enhancing leadership ability

  3. Learning Objectives • Describe the Myers-Briggs styles and compare and contrast each type • Define schemata and describe how it can impact leadership and managerial abilities • Articulate your own personal framework that shapes your leadership style

  4. Leading • Introduction • Fire service has seem many changes over the past 30 years • Must understand your natural leadership style and how it can be adapted to situation • Knowledge creates synergy with the leadership ability of others

  5. Situational Leadership • Good leaders adapt style to situation • Style depends upon • Nature of the work • Skill level of person doing work • Ongoing needs of the leader’s relationship with person

  6. Situational Leadership • Managerial/Leadership Grid • Developed by Robert Blake and Jane Mouton • Simple model with two-axes • Concern for people • Concern for production • Rating from 1 (minimum) to 9 (maximum) on each axis

  7. Situational Leadership Managerial/Leadership Grid

  8. Situational Leadership • Managerial/Leadership Grid • Identified five leadership styles • Impoverished Management (1,1) • Authority/Compliance (9,1) • Country Club Management (1,9) • Middle of the Road Management (5,5) • Team Management (9,9)

  9. Situational Leadership • Managerial/Leadership Grid • Concern for People/Production

  10. Likert’s Leadership Styles • Rensis Likert (1903 – 1981) • Identified leadership styles based on decision making and involvement • Exploitive authoritative • “Benevolent dictatorship” • Consultative style • Participative style

  11. Lewin’s Leadership Styles • Kurt Lewin (1890 – 1947) • Identified leadership styles based on decision making • Autocratic • Democratic • Laissez-faire

  12. Six Emotional Leadership Styles • Described by Daniel Goleman, Richard Boyatzis and Annie McKee • A mix, customized to the situation is usually most effective

  13. Six Emotional Leadership Styles • The Visionary Leader • The Coaching Leader • The Affiliative Leader • The Democratic Leader • The Pace-Setting Leader • The Commanding Leader

  14. Six Emotional Leadership Styles • Leaders Create Resonance • Effective leaders are attuned to other’s feelings • Move them in positive emotional direction • Comes naturally to people with high emotional intelligence • Can be done six ways, or with six different leadership styles

  15. Charismatic Leadership • Gather followers through personality and charm • Scan and read the environment • Make people feel important • Hone actions and words to fit situation • Used by politicians, religious leaders, cult leaders

  16. Charismatic Leadership • Methods to manage their image • Engender trust through self-sacrifice • Take personal risks • Show confidence in their followers • Focus on making their group clear and distinct from other groups

  17. Participative Leadership • Seek to involve others in decision making • Most occurs within immediate team • Manager’s preference determines how much influence is given to others

  18. Participative Leadership

  19. Situational Leadership • Effective leaders do not use one single preferred style • Many factors affect decisions

  20. Situational Leadership • Yukl identified six variables • Subordinate effort • Subordinate ability and role clarity • Organization of the work • Cooperation and cohesiveness • Resources and support • External coordination

  21. Situational Leadership • Tannenbaum and Schmidt identified forces that led to leader’s action • Forces in the situation • Forces in the follower • Forces in the leader • Leader style is influenced by distant events

  22. Transactional Leadership • Leaders work through creating clear structures • Negotiate a contract • Subordinate responsible for all work assigned • More “telling” style after contract

  23. Transactional Leadership • Assumes motivation by money or simple reward • Based on lab experiments and ignores emotional factors and social values

  24. Transactional Leadership • Ivan Pavlov (1849 – 1936) • Basic laws of conditional reflexes • Investigating gastric function of dogs • Changed focus to manipulate stimuli to elicit response • Reflex is produced by conditioning • Conditioning is automatic form of learning

  25. Transformational Leadership • Starts with development of vision • Must create trust with followers • Seeking way forward is parallel with vision • Accepts failures, roadblocks, barriers

  26. The Quiet Leader • “Personal humility” • Takes responsibility for failures • Gives others credit for success • Difficult if people are used to extraverted charismatic leader • Discussed by Lao Tzu around 500 BC

  27. Servant Leadership • Servant leader serves others rather than others serving the leader • Very moral position • Serves the whole of society • Who decides what is “better”?

  28. Leadership Starts With Knowing Yourself • “Life Windows” • Frame of reference for information • Dictates the directions we take in life • Influences our style • Life events impact feelings • Internal processor helps us make decisions • Contains biases, prejudices, blind spots

  29. Leadership Starts With Knowing Yourself • Johari Window Model • Disclosure/feedback model of self-awareness • Information processing tool • Represents information about a person or group • Known vs. unknown information

  30. Leadership Starts With Knowing Yourself Johari Window Model

  31. Leadership Starts With Knowing Yourself • Schemata • Mental structure used to organize and simplify knowledge • Many types • Created through experience with people, objects, and events

  32. Leadership Starts With Knowing Yourself • Schemata • Modified through • Accretion – existing not altered • Tuning – existing evolves • Restructuring – creates new

  33. Leadership Starts With Knowing Yourself • Schemata • How many Fs are in the following “FINISHED FILES ARE THE RESULT OF YEARS OF SCIENTIFIC STUDY COMBINED WITH THE EXPERIENCE OF MANY YEARS.”

  34. Leadership Starts With Knowing Yourself • Schemata “FINISHED FILES ARE THE RESULT OF YEARS OF SCIENTIFIC STUDY COMBINED WITH THE EXPERIENCE OF MANY YEARS.”

  35. Leadership Starts With Knowing Yourself • Schemata • Fire industry has changed in past 30 years • Challenged to explore our individual frameworks • Do not let your rank, ego, biases, or blind spots take you where you should not go

  36. Leadership Starts With Knowing Yourself • Our Personal Framework • Today’s Challenges • New economic landscape • Speed of information exchange • Ever-changing workforce • Organizational complexity • Adapting our leadership/management skills • Leadership objectives

  37. Leadership Starts With Knowing Yourself • Our Personal Framework • The Command Toolbox • Try new ways of thinking to change the mindset of an organization • No magic bullet • Newest fads often short lived placebo • Key is to understand one’s own leadership style(s)

  38. Leadership Starts With Knowing Yourself • How Leadership Style Can Impact Results • “You’re talking to the wrong end of the horse” • Focus on immediacy of outcomes, how to get there and measurement • Institutionalization • Engages heart and mind of organization

  39. Leadership Starts With Knowing Yourself • How Leadership Style Can Impact Results • Organizations are reflective of leadership • Leaders and managers are reflective of experiences and comfort zones • Incongruence between leadership and the organization • Good leaders adapt style to situation

  40. Leadership Starts With Knowing Yourself • Your Personal Frame of Reference • Decisions are influenced by life, work and personal experiences • Framework, perception and realities limit ability to see what you need to see • Similar situations in different organizations may elicit same response

  41. What is Your Leadership Style • The Jungian Type Inventory • Model based on four psychological functions • Thinking • Feeling • Sensing • Intuition

  42. What is Your Leadership Style • The Jungian Type Inventory • Judging functions make decisions • Thinking • Feeling • Perceiving functions gather information • Sensing • Intuition

  43. What is Your Leadership Style • The Jungian Inventory Type • Personality shows dominance • Extraverted – external environment • Introverted – internal environment • Measures on four preference scales • Variable score shows strength of each

  44. What is Your Leadership Style The Jungian Type Inventory - Preferences

  45. What is Your Leadership Style • Myers-Briggs Type Indicator • Developed by Katherine Briggs and Isobel Briggs Myers • Preferences based on four scales • Identified four types

  46. What is Your Leadership Style • Myers-Briggs Type Indicator • Introversion/Extroversion • Where people get energy, focus attention • Sensing/Intuition • How information is obtained from the environment

  47. What is Your Leadership Style • Myers-Briggs Type Indicator • Thinking/Feeling • How decisions are made • Judging/Perceptive • Refers to lifestyle individuals prefer

  48. What is Your Leadership Style Myers-Briggs 16 Characteristic Types

  49. What is Your Leadership Style • Keirsey Temperament Sorter • Accounts for variations in cognitive styles based on assumptions about truth, human nature, relationships • Built upon Myers-Briggs Type Indicator Test • Identifies 16 characteristic styles

  50. What is Your Leadership Style • Keirsey Temperament Sorter • Extroversion vs. Introversion • Sensing vs. Intuiting • Thinking vs. Feeling • Judging vs. Perceiving

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