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United States Fire Administration Chief Officer Training Curriculum Leadership Module 2: Application...
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United States Fire Administration
Chief Officer Training Chief Officer Training Curriculum Curriculum
LeadershipLeadershipModule 2:Module 2:
Application of LeadershipApplication of Leadership
LDR 2-2
United States Fire Administration
ObjectivesObjectives
Recognize the principles of Recognize the principles of effective leadership and effective leadership and “followership” in organizations “followership” in organizations
Distinguish how culture influences Distinguish how culture influences organizational effectiveness, organizational effectiveness, readiness, and leadership styles readiness, and leadership styles
Be aware of self and role Be aware of self and role
LDR 2-3
United States Fire Administration
ObjectivesObjectives(continued)(continued)
Recognize the concepts that impact Recognize the concepts that impact and influence effective leadership and influence effective leadership in a contemporary fire departmentin a contemporary fire department
Compose a personal philosophy of Compose a personal philosophy of leadershipleadership
LDR 2-4
United States Fire Administration
Overview Overview
Explore the effect of style on the ability of Explore the effect of style on the ability of the leader to influence an organizationthe leader to influence an organization
Explore the concept that leaders must be Explore the concept that leaders must be aware of themselves, as well as the roles aware of themselves, as well as the roles they play they play
Principled-based leadership Principled-based leadership
Leadership responsibility and self-Leadership responsibility and self-accountability accountability
Leadership development and the personal Leadership development and the personal leadership development plans leadership development plans
LDR 2-5
United States Fire Administration
Leadership Styles Leadership Styles
CoerciveCoercive
Authoritative Authoritative
AffiliatingAffiliating
Democratic Democratic
Pace Setting Pace Setting
Coaching Coaching
LDR 2-6
United States Fire Administration
Climate - Six key factorsClimate - Six key factors
FlexibilityFlexibility
ResponsibilityResponsibility
StandardsStandards
Rewards Rewards
ClarityClarity
CommitmentCommitment
LDR 2-7
United States Fire Administration
Five Attributes of an Influential Five Attributes of an Influential LeaderLeader
Generates new, workable ideasGenerates new, workable ideas
Stimulates buy-in to the Stimulates buy-in to the organization’s vision and missionorganization’s vision and mission
Pulls decision-making down to the Pulls decision-making down to the lowest levellowest level
Shares the burden of leadership Shares the burden of leadership with formal leaderswith formal leaders
Enables team development and Enables team development and growth growth
LDR 2-8
United States Fire Administration
Activity 2.1Activity 2.1
Leadership Styles and Influence Leadership Styles and Influence
PurposePurpose– An opportunity to explore the effects An opportunity to explore the effects
of style on the ability of the leader to of style on the ability of the leader to influence an organization influence an organization
LDR 2-9
United States Fire Administration
Activity 2.1 Activity 2.1 (continued)(continued)
Tips for TransferTips for Transfer– Generally, one size does not fit all Generally, one size does not fit all – Consider various styles, and how and Consider various styles, and how and
why each is used why each is used – Blended approach may be appropriate Blended approach may be appropriate – Internal and external influences may Internal and external influences may
demand styles be altered to fit the demand styles be altered to fit the situation situation
LDR 2-10
United States Fire Administration
Leadership on the LineLeadership on the Line
Anchor YourselfAnchor Yourself– Appropriate or inappropriate use of his Appropriate or inappropriate use of his
or her styles can influence an or her styles can influence an organizationorganization
– Distinguish the difference between the Distinguish the difference between the role and the person (self)role and the person (self)• Becoming too involved in the role and
losing the “self”
LDR 2-11
United States Fire Administration
Leadership and Organizational Leadership and Organizational Culture Culture
Style influences organizational Style influences organizational climate as and culture climate as and culture – Representative of its leaders and Representative of its leaders and
members members – How do we define it?How do we define it?– What are its effect?What are its effect?
• Culture can affect the way individuals make sense of events, even influencing their schemas for organizing and retaining information
LDR 2-12
United States Fire Administration
Leadership and Organizational Leadership and Organizational Culture Culture (continued)(continued)
Leaders use organization’s culture Leaders use organization’s culture in variety of ways.in variety of ways.– Support their business strategySupport their business strategy– Prescribe acceptable ways for leaders Prescribe acceptable ways for leaders
to interact with constituenciesto interact with constituencies– Make staffing decisionsMake staffing decisions– Set performance criteriaSet performance criteria– Guide the nature of acceptable Guide the nature of acceptable
interpersonal relationshipsinterpersonal relationships– Select appropriate leadership styles Select appropriate leadership styles
LDR 2-13
United States Fire Administration
Four Cultural ProcessesFour Cultural Processes
ManifestationManifestation
Realization Realization
Symbolization Symbolization
InterpretationInterpretation
LDR 2-14
United States Fire Administration
Organizational ArtifactsOrganizational Artifacts
Mission Statement Mission Statement
Heroes and Heroines Heroes and Heroines
Myths and Stories Myths and Stories
Rituals and CeremoniesRituals and Ceremonies
Physical Arrangements Physical Arrangements
LDR 2-15
United States Fire Administration
Organizational NormsOrganizational Norms
Role Role
Structure Structure
Procedures Procedures
We must be aware of the cultural differences We must be aware of the cultural differences that exist within our organization to prevent that exist within our organization to prevent
misperceptions of our motives.misperceptions of our motives.
LDR 2-16
United States Fire Administration
Activity 2.2Activity 2.2
Building an Building an Organizational TowerOrganizational Tower– Purpose Purpose
• To provide the student with an experiential opportunity to explore and observe the effects of individual and group behavior and culture within a contemporary fire department.
LDR 2-17
United States Fire Administration
Activity 2.2Activity 2.2(continued)(continued)
Building an Organizational TowerBuilding an Organizational Tower– Tips for TransferTips for Transfer
• Consider how this activity relates to your experience
• What are the similarities and differences?
LDR 2-18
United States Fire Administration
Guiding Principles Guiding Principles
Often debated Often debated
Subject to personal perspective Subject to personal perspective
Covey’s eight critical factors of Covey’s eight critical factors of principle-centered leaders principle-centered leaders
LDR 2-19
United States Fire Administration
Eight Critical FactorsEight Critical Factors
Continually learningContinually learning– Seek trainingSeek training– Take classes, and Take classes, and – Listen to others; always ask questions, Listen to others; always ask questions,
mostly self-initiated mostly self-initiated
Service-orientedService-oriented– See life as a mission, not a careerSee life as a mission, not a career– Wake up and put on the harness of Wake up and put on the harness of
serviceservice– Feels the need to carry a loadFeels the need to carry a load
LDR 2-20
United States Fire Administration
Eight critical factorsEight critical factors(continued) (continued)
Radiate positive energyRadiate positive energy– OptimisticOptimistic– UpbeatUpbeat– Negativism is the enemy of productivityNegativism is the enemy of productivity
Believe in other peopleBelieve in other people– Believe people and behavior are two Believe people and behavior are two
different thingsdifferent things– See potential in othersSee potential in others– Refuse to label othersRefuse to label others– Endeavor to be non-prejudicial Endeavor to be non-prejudicial
LDR 2-21
United States Fire Administration
Eight Critical Factors Eight Critical Factors (continued) (continued)
Lead balanced lives, active Lead balanced lives, active – IntellectuallyIntellectually– SociallySocially– PhysicallyPhysically– Spiritually Spiritually
See life as an adventureSee life as an adventure– Security comes from withinSecurity comes from within– Have initiativeHave initiative– SpiritSpirit– WillpowerWillpower– Courage Courage
LDR 2-22
United States Fire Administration
Eight Critical Factors Eight Critical Factors (continued) (continued)
SynergisticSynergistic– See the whole as greater than the sum See the whole as greater than the sum
of its partsof its parts– Work hard and work smartWork hard and work smart– Not threatened by others, no need to Not threatened by others, no need to
micromanagemicromanage
Exercise for self-renewalExercise for self-renewal– Regularly exercise the four dimensions Regularly exercise the four dimensions
of human personality (physical, of human personality (physical, mental, emotional, spiritual) mental, emotional, spiritual)
LDR 2-23
United States Fire Administration
Causes for FailureCauses for Failure
Wealth without workWealth without work– Trying to get something for nothingTrying to get something for nothing– Fraudulent schemesFraudulent schemes
Pleasure without consciencePleasure without conscience– The query of the immature has always The query of the immature has always
been: “What’s in it for me?”been: “What’s in it for me?”– Independence is only a mid-point of Independence is only a mid-point of
development development
LDR 2-24
United States Fire Administration
Causes for Failure Causes for Failure
Knowledge without characterKnowledge without character– Purely intellectual development without Purely intellectual development without
building strong, principled character is deadly building strong, principled character is deadly to societyto society
Commerce without morality Commerce without morality – Economic systems operating without morality Economic systems operating without morality
have been the downfall of many great have been the downfall of many great civilizationscivilizations
Science without humanityScience without humanity– If science becomes all knowledge and If science becomes all knowledge and
technique, it quickly degenerates into man technique, it quickly degenerates into man against humanity against humanity
LDR 2-25
United States Fire Administration
Causes for Failure Causes for Failure (continued) (continued)
Religion without sacrificeReligion without sacrifice– If we do not truly sacrifice for a cause, If we do not truly sacrifice for a cause,
we will never truly love/live it we will never truly love/live it
Politics without principlePolitics without principle– If there is no principle there is no “true If there is no principle there is no “true
North”North”– Image and self-preservation become Image and self-preservation become
the consuming ends the consuming ends
LDR 2-26
United States Fire Administration
Developing Self: Developing Self: Accountability Accountability
Setting measurable goals Setting measurable goals
Standards and criteria Standards and criteria – Consistency empowers you and your members Consistency empowers you and your members
to set benchmarks to set benchmarks
Do not ask others to do what you would Do not ask others to do what you would not do yourself if you were in their position not do yourself if you were in their position
Be willing to keep score Be willing to keep score
Audit personal routines Audit personal routines
Are you walking the walk or just talking Are you walking the walk or just talking the walk?the walk?
LDR 2-27
United States Fire Administration
Developing Self: Developing Self: ResponsibilityResponsibility
ResponsibilityResponsibility– Take personal responsibilityTake personal responsibility– Take responsibility to act Take responsibility to act
• Take the responsibility for the consequences of your actions
– Expect a higher level of responsibility Expect a higher level of responsibility from yourself than others from yourself than others
– Be responsible for the actions of Be responsible for the actions of followers and achieve the objectives of followers and achieve the objectives of the organization the organization
LDR 2-28
United States Fire Administration
Leadership is a PrivilegeLeadership is a Privilege
Followers watch to see if: Followers watch to see if: – You walk the talkYou walk the talk– You hold yourself accountable and You hold yourself accountable and
responsible for your decisions and responsible for your decisions and actions actions
LDR 2-29
United States Fire Administration
Activity 2.3Activity 2.3
Personal Leadership Plan: Personal Personal Leadership Plan: Personal Philosophy of Leadership Philosophy of Leadership
Purpose:Purpose: – The essence of gaining insight into The essence of gaining insight into
leadership is to first explore your leadership is to first explore your thoughts on leadership. This activity thoughts on leadership. This activity provides an opportunity for you to provides an opportunity for you to reflect on the dialogue and lessons on reflect on the dialogue and lessons on leadership to date and construct your leadership to date and construct your own written statement of a leadership own written statement of a leadership philosophyphilosophy
LDR 2-30
United States Fire Administration
Activity 2.3Activity 2.3
Tips for TransferTips for Transfer– Throughout the leadership course you Throughout the leadership course you
should review this philosophy should review this philosophy – Revisit this philosophy as you grow as Revisit this philosophy as you grow as
a leadera leader– Make changes as necessaryMake changes as necessary– Use it as a “check and balance” when Use it as a “check and balance” when
making leadership decisions making leadership decisions
LDR 2-31
United States Fire Administration
SummarySummary
The roles, tasks, and responsibilities The roles, tasks, and responsibilities of leadershipof leadership
Effect of style on the ability of the Effect of style on the ability of the leader to influence an organizationleader to influence an organization
The concept of self and roleThe concept of self and role
Principled-based leadership Principled-based leadership
Responsibility and self-accountabilityResponsibility and self-accountability
Your leadership philosophyYour leadership philosophy