Applications of Leadership PDF

Chapter 10 Applications of Leadership Lecture I. Introduction A. A Fire Officer II has a much wider sphere of influence than a Fire Officer I. 1. Fire Officer IIs: a. b. 2. This chapter looks at the application of select leadership and management theories and introduces two...

Chapter 10 Applications of Leadership Lecture I. Introduction A. A Fire Officer II has a much wider sphere of influence than a Fire Officer I. 1. Fire Officer IIs: a. b. 2. This chapter looks at the application of select leadership and management theories and introduces two helpful concepts: c. d. II\. Fire Officer II as Transformational Leader A. **Transformational leadership** is a process in which a per­son engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower. 1. Aids leaders in: a. b. c. B. Transactional Relationship Versus Transformational Leadership 1. A transactional relationship is a relationship where all parties are in it for themselves and they do things for each other with the expectation of reciprocation. a. Has its roots in the treatment of factory workers at the start of the Industrial Revolution b. The transactional relationship remains important when we are engaged in high hazard emergency scene activity, where there is one incident commander and a direct chain of command. 2. Achieving transformational leadership, on the other hand, includes: c. Assessing the follower's motives d. Satisfying their needs e. Treating them as full human beings, not simply workers 3. When incorporating charismatic and visionary leadership, transformational leadership involves an exceptional form of influence that moves followers to accomplish more than what is usually expected of them. 4. Components of transformational leadership f. Idealized influence g. Inspirational motivation h. Intellectual stimulation i. Individualized consideration 5. Transformational leaders: j. Treat others as individuals with different needs, abilities, and aspirations k. Compel others to appreciate the benefits of diversity l. Help others develop their knowledge, skills, and abilities III\. Evaluating Job Performance of Assigned Members A. Goal setting is the process of establishing of specific goals over a designated period of time. 1. The goals should be specific and challenging but attainable. 2. Clear, specific, and measurable goals are essential for motivation. a. 3. The most significant goal-setting application is to have fire fighters carefully consider which goals improve the organization and the fire fighter. B. Establishing Annual Fire Fighter Goals 1. The fire officer should require all fire fighters who have completed probation to identify three work-related goals they want to achieve during the next evaluation period. 2. These goals should be consistent with the fire department mission, goals, and objectives. a. b. 3. Examples c. d. e. 4. SMART format f. g. h. i. j. C. Keeping Track of Every Fire Fighter's Activity 1. In an activity log, the fire officer maintains a list of the fire fighter's activities by date, along with a brief description of performance observations. 2. T-account a. b. 3. Using either method, the fire officer compiles an extemporaneous "when, what, and how" record of each fire fighter's work history throughout the evaluation period. c. d. D. Informal Work Performance Reviews 1. Most civil service and personnel regulations require an annual evaluation. 2. Many departments encourage fire officers to conduct informal reviews with each fire fighter during the year. a. b. c. d. IV\. Correcting Unacceptable Behavior A. All members are expected to meet performance standards and behave appropriately. 1. The fire officer uses feedback, coaching, and performance appraisals to improve unacceptable performance or behavior. 2. High performance organizations use a just culture approach to address behavior and performance issues. 3. Just culture changes the focus from errors and outcomes to systems design and behavior management. B. Using Just Culture to Identify Source of Behavior 1. If there are no consequences, repercussions, or focused practice, humans drift away from complete and perfect performance. a. b. c. 2. A behavioral choice is benchmarked against the organization's mission, values, and goals. 3. Just culture process classifies the spectrum of human intention, thus: d. e. f. g. h. 4. The first three comprise most of the fire officer's focus. i. 5. Human Error j. k. l. i. ii. iii. iv. v. m. 6. At-Risk Behavior n. o. i. ii. p. q. vi. vii. viii. 7. Reckless Behavior r. s. t. u. i. ii. iii. C. Advance Notice of a Substandard Employee Evaluation 1. A fire fighter who receives coaching or training and continues to miss work-task expectations should know there is a problem long before the annual evaluation is undertaken. 2. The subordinate should be given adequate time to change the behavior or improve the skill. a. b. i. ii. c. iii. iv. D. Work Improvement Plan 1. If the employee receives a substandard annual evaluation, then the municipality might require a work improvement plan. a. b. 2. The work improvement plan shall be in writing, stating the performance deficiencies and listing the improvements in performance or changes in behavior required to obtain a "satisfactory" evaluation. 3. The work improvement plan has been reviewed and approved by a senior management officer. 4. During the special evaluation period, the employee shall receive regular progress reports. 5. If, at the end of the special evaluation period, the employee's performance rating is "satisfactory" or better, the time-in-rank pay increase will start at the first pay period after the work improvement period. 6. If, at the end of the special evaluation period, the employee rating remains unsatisfactory, then no time-in-grade pay increase will be issued. In addition, the supervisor will determine whether additional corrective action is appropriate. 7. Regardless of the outcome, a special evaluation period performance evaluation is filled out and submitted as a permanent record in the employee's official file. E. The employee's performance is officially evaluated during the annual review. 1. The advance-notice procedure should provide the fire fighter with enough time to change the behavior or improve the necessary skills before the formal evaluation is scheduled to occur. 2. If the employee has still not improved, a substandard evaluation would not come as a surprise. V. Negative Discipline: Correcting Unacceptable Behavior A. Sometimes, an effort that begins with positive discipline evolves into negative discipline because of the continuing inability or unwillingness of a fire fighter to meet expectations. 1. If an individual does not respond to positive efforts to correct a problem, the next logical step is to punish continuing unsatisfactory performance. 2. Progressive negative discipline moves from mild to more severe punishments if the problem is not corrected. 3. The ultimate goal remains fire fighter performance improvement. 4. In an extreme case, the organization may need to terminate an employee who is ineffective and unwilling to improve. B. The Progression of Negative Discipline 1. The disciplinary process is designed to be consistent and well documented. 2. Typical steps: a. Counsel the fire fighter about poor performance and ensure that he or she understands the requirements. b. Ascertain whether there are any issues contributing to the poor performance that are not immediately obvious to the supervisor. Resolve these issues, if possible. c. Verbally reprimand the fire fighter for poor performance. d. Issue a written reprimand and place a copy in the fire fighter's file. e. Suspend the fire fighter from work for an escalating number of days. f. Terminate the employment of a fire fighter who refuses to improve. 3. As the penalty increases, negative discipline requires the participation of higher levels of supervision. g. Consult with your supervisor before issuing formal discipline. 4. Many jurisdictions provide detailed descriptions of the "due process" and just culture principles that guide progressive negative discipline under a labor--management contract. h. Informal oral or written reprimand i. Issued by supervising/managing officer ii. Stays at fire station level iii. Expires after 1 year i. Formal written reprimand i. Initiated by fire officer ii. Copy goes into personnel file iii. Expires after 1 year j. Suspension i. Initiated or recommended by fire officer ii. Usually issued by battalion chief iii. Record of suspension is permanent entry in employee file. k. Termination i. Recommended by lower-level command officer ii. Fire chief issues formal termination notice. 5. Some employee behaviors require the fire officer to implement negative discipline immediately. l. Willful conduct versus inadequate performance 6. Personnel regulations usually provide a list of behaviors that will lead to immediate negative discipline, such as: m. Knowingly providing false information affecting an employee's pay or benefits or in the course of an administrative investigation n. Willfully violating an established policy or procedure o. Being convicted of a criminal offense that affects the ability of the employee to perform his or her job p. Insubordination q. Carelessness or negligence that leads to personnel injury, property damage, or liability to the municipality r. Reporting to work under the influence s. Misappropriating fire department property or funds 7. As in all cases of discipline, the fire officer will need to consult with a superior and, often, a human resource official before issuing any discipline. C. Formal Written Reprimand 8. Official action at lowest level of progressive discipline process 9. Often prepared by fire officer t. Consult the personnel regulations and department guidelines when preparing it. u. Fire officer's supervisor should review and approve. 10. Should contain: v. Statement of charges in sufficient detail to enable the fire fighter to understand the violation, infraction, conduct, or offense that generated the reprimand w. Statement that this is an official letter of reprimand and will be placed in the employee's official personnel folder x. List of previous offenses in cases in which the letter is considered a continuation of progressive discipline y. Statement that similar occurrences could result in more severe disciplinary action, up to and including termination 11. Starts the formal paper trail 12. If the behavior is not repeated, some jurisdictions allow written reprimands to be removed from the employee's file after a designated time period. z. Usually 1 year 13. If it is appealed or becomes part of a larger disciplinary action, the following will likely read the reprimand: a. Fire chief b. Labor representatives c. Civil service commissioners d. Attorneys 14. Some departments require that an impartial third-party panel review formal discipline recommendations. 15. Fire officers must: e. Focus on the work-related behaviors f. Clearly explain the behavior or action that generated the reprimand D. Predisciplinary Conference 16. In many jurisdictions, a predisciplinary conference or hearing must be conducted before: g. Suspension h. Demotion i. Involuntary termination 17. The degree of investigative effort and the opportunities for fire fighter response before these punishments are issued are set higher than for less severe levels of discipline. j. Most fire departments require a formal disciplinary hearing before a suspension is issued to provide an opportunity for the fire fighter to formally respond to the charges. 18. Loudermill hearing k. Resulted from *Cleveland Board of Education v. Loudermill* (1985) l. A pretermination hearing, including a written or oral notice, in which the employee has an opportunity to present his or her side of the case, and an explanation of adverse evidence are essential to protect the worker's due process rights. m. Serves as a check against possible mistaken decision n. Seeks to determine whether there are reasonable grounds for action 19. Not all disciplinary actions require a Loudermill hearing before suspension; the rules vary from state to state. 20. A predisciplinary hearing can be conducted by: o. Disciplinary board p. Fire chief or another ranking officer q. Hearing officer 21. Entity reviews the case and makes a recommendation. 22. Fire fighter receives a letter that outlines the offense and the results. r. Suspension duration could also be stated in letter 23. Typical process s. The fire officer investigates the alleged employee offenses promptly and obtains all pertinent facts in the case, including witness statements. t. The fire officer prepares a detailed report outlining the offense, the circumstances, the individual's related prior disciplinary history, and recommended disciplinary action. u. The report is submitted to a higher-ranking officer in the chain of command. v. The fire department representative consults with the human resources director or his or her designee, if necessary, when suspensions are contemplated. w. The disciplinary board hearing is scheduled, and an advance notice letter is prepared. x. The disciplinary board considers the charges and hears the employee's response. y. The disciplinary board makes a recommendation to the fire chief, who issues the final decision. 24. At the hearing, the accused individual has an opportunity to refute the charge or present additional information about mitigating circumstances. z. Union representative is usually present. a. Alternative/lower level of discipline might be proposed. 25. Disciplinary board makes final recommendation to the fire chief. 26. Fire fighter might have option to appeal. b. The final resolution usually resides with the civil service commission or the city personnel director. c. Some municipalities use arbitration to resolve these issues. E. Alternative Disciplinary Actions 27. Extension of a probationary period d. If the fire fighter is in a probationary period, the probationary period can be extended until the work performance issue is resolved. 28. Establish a special evaluation period e. An incumbent fire fighter might be given a special evaluation period to resolve a work performance/behavioral issue. 29. Involuntary transfer or detail f. A fire fighter is transferred or detailed to a different or a less desirable work location or assignment. 30. Make financial restitution g. The fire fighter might be required to pay the insurance deductible after a property damage incident. h. The restitution payment period can take up to a year and the payment made through payroll deductions. 31. Loss of leave i. A fire fighter might lose annual or compensatory leave. j. This is equivalent to the practice of paying a cash fine. 32. Demotion k. When an individual is reduced in rank, with a corresponding reduction in pay l. More common in the supervisory ranks F. Suspension 33. Suspensions have many different forms. m. Usually removes a fire fighter from the work location and prohibits him or her from performing any fire department duties n. Usually results from: i. Willful violation of policy or procedure ii. Specific act of misconduct o. Career fire fighters i. Suspension is a personnel action that places an employee on a leave-without-pay status for a specified period. p. Volunteer fire fighters ii. Suspension means they are not allowed to respond to emergencies and, in some cases, are prohibited from entering the fire station or participating in other fire department activities. q. Suspensions usually run from 1 to 30 days. 34. Fire officer usually recommends a suspension to a higher-level officer. r. Must provide recommended documentation 35. In some organizations, fire officer has authority to suspend immediately for the balance of a work period pending formal investigation. 36. Depending on offense, career fire fighters can also be suspended without pay or placed on restrictive duty during investigation. 37. In a few situations, the municipality can suspend a fire fighter before an investigation is completed: s. Offense is reasonably related to fire department employment t. Employee is waiting to be tried for an offense that is job related or a felony G. Termination 38. Organization has determined that the employee is unsuitable for continued employment. 39. In general, only the top municipal official can terminate an employee. u. Mayor v. County executive w. City manager x. Civil service commission 40. Many senior municipal officials delegate this task to the agency or department head, such as the fire chief. 41. Terminations are high-stress events, involving: y. Labor representatives z. The personnel office a. The fire chief's office VI\. Documenting Fire Fighter Performance A. Informal work performance reviews keep the fire officer and the fire fighter in tune with the level of accomplishment and performance necessary during the annual evaluation period. B. Mid-Year Review 1. The officer should have each fire fighter assess the progress on his or her annual goals. 2. Helps fire fighter focus on: a. Job description b. Personal goals set at the beginning of the year 3. Discuss how well expectations are being met. 4. Officer can identify resources or assistance that can help fire fighter. 5. Personal goals can be adjusted based on changes in the work environment. E. Six Weeks Before the End of the Annual Evaluation Period 1. The fire fighter should conduct another self-evaluation approximately 6 weeks before the official annual evaluation is due. a. 2. Fire officer should meet with fire fighter and provide feedback. b. c. 3. Completing annual evaluation reports is an important fire officer responsibility. d. e. f. g. 4. The fire officer should have a wealth of information with which to present accurate and comprehensive annual evaluation. h. i. j. k. F. Evaluation Errors 1. Evaluation is a largely subjective process that is vulnerable to unintentional biases and errors. a. b. 2. Leniency or Severity c. d. i. e. ii. 3. Personal Bias f. g. i. ii. iii. iv. v. h. 4. Recency i. j. 5. Central Tendency k. l. 6. Frame of Reference m. n. 7. Halo and Horn Effect o. 8. Contrast Effect p. G. Conducting the Annual Evaluation 1. The personnel regulations in most career fire departments require that every employee who has completed the initial probationary period receive an annual written evaluation from his or her immediate supervisor. a. 2. Fire officer may receive annual eval form from HR a month or two before annual evaluation is due. b. 3. Typical process c. i. ii. iii. d. iv. e. v. vi. f. vii. 4. The completion of the annual evaluation forms should be viewed as a formality. g. h. VII\. The Four Borders of Human Resources A. The fire officer must be familiar with the locations and topical areas that are covered in the fire department's human resources policies and procedures. 1. Organization may be subject to: a. Federal and state laws b. Labor contract c. Jurisdiction regulations d. Fire department policies 2. These four borders define fire officer's human resources arena. B. Federal and State Laws 3. Fire officer must determine what laws apply. 4. Most common laws: e. Fair Labor Standards Act (FLSA) f. Title VII of the Civil Rights Act of 1964 g. Age Discrimination in Employment Act (ADEA) h. Americans with Disabilities Act (ADA) i. Family and Medical Leave Act (FMLA) j. Uniformed Services Employment and Reemployment Rights Act (USERRA) k. Freedom of Information Act (FOIA) l. Health Insurance Portability and Accountability Act (HIPAA) 5. The U.S. Department of Labor provides a great deal of information about the various laws that affect fire fighters. m. The fire officer may also want to discuss issues that are affected by these laws with the human resources department and legal counsel. 6. Fire officer is responsible for many health, safety, and security activities: n. Seat belts o. SOPs p. PPE use 7. Fire department or organization may provide other activities: q. Employee assistance program r. Tobacco cessation classes and incentives s. Diet and exercise information H. Labor Contract 1. Once it is determined which laws affect a decision, the fire officer should review the fire department's policies to ensure compliance. 2. If a labor contract exists, the fire officer must determine whether the activity is addressed in the contract. 3. Human resources may be able to assist in determining proper action to take. I. Jurisdiction Regulations 1. The jurisdiction's human resources department manages compensation and benefits. a. 2. Most fire departments operate on a step-and-grade pay system. b. c. 3. Most commonly used compensation systems d. i. e. ii. 4. Fewer and fewer systems offer a defined benefit retirement program. f. 5. Other benefits g. h. i. j. J. Fire Department Policies 1. Performance management is the process of setting performance standards and evaluating performance against those standards. a. 2. Direct supervision requires that the fire officer directly observe the actions of the crew. b. c. VIII\. Using Just Culture Concepts to Improve Health and Safety A. There has been a noteworthy improvement in line-of-duty deaths. 1. Unfortunately, not all trends are positive ones. a. Sudden cardiac arrest remains the number one cause of line-of-duty deaths, a statistic that has not budged since NFPA began tracking trends in 1977. b. However, the number of fire-ground injuries per 1,000 fires has declined from 26.9 in 2006 to 18.6 in 2017. B. Analyzing Near-Miss Reports 1. Every August, a working group of fire fighters and officers assemble to analyze near-miss reports using a tool modified from the Navy's HFACS. a. b. 2. HFACS Level 1: Unsafe Acts c. i. ii. iii. d. iv. v. vi. 3. HFACS Level 2: Preconditions to Unsafe Acts e. vii. f. viii. 4. HFACS Level 3: Unsafe Supervision g. h. i. j. 5. HFACS Level 4: Organizational Influences k. l. m. ix. n. x. K. Data Analysis 1. The fire department is required to maintain records of all: a. b. c. d. e. 2. Can assist in: f. g. 3. Risk management h. i. j. k. 4. Accident and injury reduction should be a major concern of every fire officer. 5. The fire officer should review all injury, accident, and health exposure reports to identify unsafe acts and work conditions. l. m. n. 6. Next, file a report with your supervisor that outlines: o. p. q. 7. Fire officer may be required to complete a longitudinal study of accidents, injuries, and exposures. r. s. 8. Focus attention on high-risk activities that are performed infrequently. L. Designing Better Systems 1. Just culture approach a. b. c. d. 2. Controlling Contributing Factors e. 3. Adding Barriers f. 4. Adding Recovery g. 5. Adding Redundancy h. M. Professional Development 1. Refers to skills and knowledge attained for both personal development and career advancement. 2. Encompasses all types of facilitated learning 3. Intensive and collaborative a. 4. Each fire officer should develop a personal professional development plan. b. c. N. Training Versus Education 1. Education is the process of imparting knowledge or skill through systematic instruction. a. Conducted through academic institutions b. Primarily directed toward an individual's comprehension of the subject matter 2. Training, by comparison, is directed toward the practical application of education to produce an action. c. Can be an individual or a group activity 3. Wingspread Conference on Fire Service Administration, Education and Research (1966) d. Established broad knowledge base is needed e. Educational program is necessary. f. Became blueprint for development of fire science and fire administration programs 4. FESHE conference (1998) g. Report: The Fire Service and Higher Education: A Blueprint for the 21st Century h. Started a national effort to update academic needs of fire service i. Developed a model curriculum for associate's degree through master's degree j. Adopted by most academic institutions 5. NPFM (2012) k. Combined FESHE and TRADE initiatives l. Focus is on career enhancement, progressional development matrix discussions, succession planning, and national professional development standards. 6. Academic Accreditation m. Three types i. Programs that meet a specific profession or vocation ii. Educational and training organizations that meet federal requirements for tuition reimbursement iii. Educational institutions that meet voluntary accrediting requirements to issue degrees and academic transcripts that are acceptable to other educational institutions n. Defined as a collegial process based on self- and peer assessment for public accountability and improvement of academic quality. iv. Peers assess the quality of an institution and assist the faculty in improvement. o. Voluntary accreditation has been in place for more than 100 years. v. Linked to issues with "diploma mills" in 1944 p. CHEA was established in 1996 as national advocate for accreditation. vi. Association of 3000 degree-granting colleges and universities vii. Recognizes 65 institutional and programmatic accrediting organizations q. Accreditation through a regional organization is how most universities and colleges participate in the process. r. Universities and schools may participate in a voluntary regional accrediting process to issue degrees and academic transcripts that are acceptable to other educational institutions. s. The 6 regional organizations viii. Middle States Commission on Higher Education ix. New England Commission of Higher Education x. Higher Learning Commission xi. Southern Association of Colleges and Schools Commission on Colleges xii. Accrediting Commission for Community and Junior Colleges xiii. Western Association of Schools and Colleges (WASC) Senior College and University Commission t. A number of universities offer degrees entirely through distance education. xiv. Some have achieved regional accreditation. u. American Public University System (APUS) started as American Military University in 1991. xv. Has DETC accreditation xvi. However, accreditation does not automatically ensure credits will transfer. O. **Accreditation of Skill Certification** 1. Chief Engineer Ralph J. Scott (LAFD) is one of the fathers of fire fighter certification training. a. Created a fire college in 1925 b. LAFD training staff researched and documented every task a fire fighter might be required to perform. c. The list of almost 2000 entries evolved into a document that became known as the *Trade Analysis of Fire Engineering*. d. While serving as president of the IAFC in 1928, Scott convinced the U.S. Department of Vocational Education to accept this list as an official definition of fire fighter tasks. 2. The NFPA helped standardize fire fighter training by publishing the inaugural edition of NFPA 1001 (1974). e. For the first time, there was a national consensus on the knowledge and skills a fire fighter should possess. f. The development of this standard started a trend toward developing national consensus standards on a wide range of fire service occupations. 3. Every state or commonwealth in the United States has some type of fire service professional certification system in place. g. The particular programs range from local to national, depending on local history, government structure, legislation or regulation, and funding. h. Most of these systems are based on the NFPA professional qualifications and competency standards. i. NFPA 472 ii. NFPA 473 iii. NFPA 1001 iv. NFPA 1002 v. NFPA 1003 vi. NFPA 1005 vii. NFPA 1006 viii. NFPA 1021 ix. NFPA 1026 x. NFPA 1031 xi. NFPA 1033 xii. NFPA 1035 xiii. NFPA 1037 xiv. NFPA 1041 xv. NFPA 1051 xvi. NFPA 1061 xvii. NFPA 1071 xviii. NFPA 1072 xix. NFPA 1081 xx. NFPA 1521 i. Development of the NFPA qualifications standards created a need to: xxi. Validate the certification systems that were already in use xxii. Establish criteria for new systems 4. The NFPA standards define the minimum qualifications that an individual must demonstrate to be certified at a given level. 5. Accreditation establishes the qualifications of the system to award certificates that are based on the standards. j. A certification that is awarded by an accredited agency or institution is generally recognized by other accredited agencies and organizations. 6. Two organizations accredit fire service professional certification systems: k. NBFSPQ l. IFSAC 7. National Board on Fire Service Professional Qualifications m. The Joint Council of National Fire Service Organizations created the National Professional Qualifications System/"Pro Board" in 1972. n. When the Joint Council dissolved in 1990, the Pro Board evolved into the independent NBFSPQ. o. Consists of representatives from national fire service organizations that have an interest in training and certification. p. The NBFSPQ has accredited the certification programs that are operated by 74 states, provinces, and other agencies, covering 21 different standards. 8. International Fire Service Accreditation Congress q. Established by the National Association of State Directors of Fire Training and Education in 1990 r. Provides accreditation to certificate-issuing entities P. **Building a Professional Development Plan** 1. NFPA established the professional qualification standards, adopting NFPA 1021 for fire officers in 1976. 2. The IAFC expanded company officer development, updated in 2010, to encourage company officers to prepare for the CFO designation. a. 3. There are two organizations that offer fire credentialing: b. c. Q. **CPSE Fire Officer Credential** 1. CPSE a. Not-for-profit 501(c)(3) corporation b. International technical organization c. Works with most emergency services and active fire professionals d. Mission is to lead fire and emergency service to excellence through the continuous quality improvement process of: i. Accreditation ii. Credentialing iii. Education e. Accredits fire agencies f. Credentials individuals 2. CPC g. Offers five distinct designations covering the various levels and specialties of fire officers h. Provides: iv. An application process that officers use to develop their portfolio v. Training and support while developing portfolio vi. Access to experienced peer reviewers 3. CPC model looks at whole officer. i. Education j. Experience k. Professional development l. Professional contributions and recognitions m. Professional memberships and affiliations n. Technical competence o. Community involvement 4. Process includes: p. Self-assessment q. Professional portfolio r. Peer review s. Interview process 5. There are over 450 CPC-credentialed Fire Officers. R. NFA Managing Officer Program 1. NFA a. Component of the USFA b. Works to enhance emergency services to deal more effectively with fires and related emergencies c. Delivers free training courses and programs: i. On campus in Emmitsburg, MD ii. Online iii. Through designated state fire agencies 2. NFA Managing Officer Program d. Multi-year curriculum e. Introduces emerging emergency service leaders to personal and professional skills iv. Change management v. Risk reduction vi. Adaptive leadership f. Includes all four elements of professional development vii. Education viii. Training ix. Experience x. Continuing education g. Three elements of the program xi. Five prerequisite courses xii. Four courses at the NFA in Emmitsburg, MD xiii. A community-based capstone project h. A certificate of completion for the Managing Officer Program is awarded after the successful completion of all courses and the capstone project. S. **IAFC Company Officer Leadership Symposium** 1. Designed for: a. b. c. d. e. 2. COLS f. g. h. 3. Three levels for the program i. IX\. Summary A. Transformational leadership is a process in which a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower. B. Transactional relationship is a relationship where all parties are in it for themselves and they do things for each other with the expectation of reciprocation. C. Transformational leadership builds follower commitment in four ways: idealized influence, inspirational motivation, intellectual stimulation, and individual consideration. D. Goal setting is the process of establishing of specific goals over a designated period of time. E. Fire officers should require all off-probation fire fighters to identify three work-related goals to achieve over the next evaluation period. F. Goals should be S.M.A.R.T.: specific, measurable, attainable, relevant with a timeline. G. Fire officers should keep track of each fire fighter's activity using an activity log or a T-account. H. The just culture approach changes the focus from errors and outcomes to systems design and management of behavioral choices of all members. I. The spectrum of human intention: human error, at-risk behavior, reckless behavior, knowingly causing harm, and purposely causing harm. J. Human error is an inadvertent action such as a slip, lapse, or mistake. K. At-risk behavior is a behavioral choice that increases risk when risk is not recognized or is mistakenly believed to be justified. L. Reckless behavior is a behavioral choice to consciously disregard a substantial and unjustified risk. In other words, the member recognized the risk and decided to continue the behavior. M. Reasonable person standard describes the actions that a similar person with the same background would take given the same situation. N. Response to reckless behavior could include remedial training, formal discipline, or punitive action. O. A common practice is to notify subordinates of a substandard employee evaluation 10 weeks before the annual evaluation is due. P. A work improvement plan is a special evaluation period where the fire fighter is provided an opportunity to demonstrate the desired workplace behavior or performance. Q. Progressive negative discipline occurs due to the continuing inability or unwillingness of a fire fighter to meet the required performance or behavioral expectations. R. The steps of progressive negative discipline are informal reprimand, formal written reprimand, suspension, and termination. S. Many jurisdictions require a Loudermill hearing before a suspension, demotion, or involuntary termination can be invoked. T. A pretermination hearing is where an employee has an opportunity to present his or her side of the case, with an explanation of adverse evidence to protect the worker's due process rights. U. Alternative disciplinary actions include extension of probationary period, establishment of special evaluation period, involuntary transfer or detail, financial restitution, loss of leave, or demotion. V. Suspension is a negative disciplinary action that removes a fire fighter from the work location and prohibits him or her from performing any fire department duties. W. Restrictive duty is usually a work assignment that isolates the fire fighter from the public, often an administrative assignment away from the fire station environment. X. Two informal reviews of firefighter work performance are the mid-year review and 6 weeks before the end of the annual evaluation period. Y. Evaluation errors include leniency/severity, personal bias, recency, central tendency, frame of reference, halo and horn effect, and contrast effect. Z. The annual evaluation requires review by a higher ranking officer, a subordinate response to the evaluation, a face-to-face discussion with the subordinate, and establishing goals for the next evaluation period. A. The four borders of human resources are federal/state law, labor contract, jurisdiction regulations, and fire department policies. B. Near-miss reports are classified using a modified tool from the U.S. Navy's Human Factors Analysis and Classification System (HFACS) as Unsafe Acts, Preconditions to Unsafe Acts, Unsafe Supervision, or Organizational Influences. C. Risk management is the identification and analysis of exposure to hazards, selection of appropriate risk management techniques to handle exposures, implementation of chosen techniques, and monitoring of results, with respect to the health and safety of members. D. Just culture looks at designing better systems, controlling contributing factors, adding barriers, adding recovery, and adding redundancy as ways to manage risk. E. Professional development refers to skills and knowledge attained for both personal development and career advancement. F. Education is the process of imparting knowledge or skill through systematic instruction. G. Accreditation in higher education is defined as a collegial process based on self- and peer assessment for public accountability and improvement of academic quality.