Leadership as a Concept of Social Interaction - Essay Example

FIRE SERVICE SPECIFIC MODEL OF LEADERSHIP by Student’s Name Code + Course Name Professor’s Name University Cite, State Date Introduction Leadership is a conceptof social interaction that involves an individual or a team of individuals providing guidance and direction for a group of people or society in different matters of life such as economic, social or cultural issues. Leadership can entail the processes through which a group of people or society is organized together to achieve a certain intended goal or objective that provides benefits to the entire group or society. There are different perspectives and schools of thought when it comes to the concept of social interaction of leadership. Carter (2007) observes that there are around 6 major styles of leadership that can apply to leadership in a fire service department. Among these six styles include the situational type of leadership, the charismatic type of leadership, the Servant type of leadership, the citizen type of leadership, the transformational/transactional leadership continuum and finally the contingency type of leadership. All these aforementioned styles of leadership base themselves on six essential criteria of things and issues that affect any fire service department in the world. Brunacini (2002, pp. 527-528) asserts that the major criteria that leadership styles in fire service base themselves upon firstly includes the rescue of endangered lives in a fire situation. This puts the saving of human life above any other thing in afire situation, giving it the first priority whenever a fire service squadron responds to an emergency of fire anywhere, whether a building fire of a forest fire. The second major criterion isthe protection of life that can be potentially harmed by the ensuing inferno in a particular building, residential area, public place or even a manufacturing plant. This criterionobserves the reality that inferno situations normally spread very fast, especially in the presenceof flammable materials and equipment such as gas cylinders, petrol stations, electricity connections and dry forests among others. As such, this criterion aims for the protection of lives of individuals may potentially come under harm if the ensuing inferno is not brought under effective management. The third criterion as noted by Brunacini (2002, pp. 527-528) is the need of stabilization of an inferno incident to mitigate the after effects, loss of lives and potential danger to individuals in and around the areaof fire incident. The fourth criterion mentioned by Brunacini (2002, pp. 527-528) is the stopping of the loss emanating from the inferno incident. This implies the shutting down of the adverse effects of the inferno that are causing the various types of losses in the inferno area/building/forest, such as property, lives and the surrounding environment. The fifth criterion put forth by Brunacini (2002, pp. 527-528) is to control the extent and strength of an ensuing inferno, in a bid to mitigate its adverse effects and negative consequences. This criterion in deciding the leadership style in fire service is particularly relevant in the event of araging and massive inferno that cannot be easily put off such as wild fires in a forest area. This type of infernos are usually controlled to lower and lower levels until the inferno gradually dies off, but they cannot be put off immediately due to their strength and extent. The last criterion that Brunacini (2002, pp. 527-528) asserts is useful for deciding the style of leadership in a fire service department is the conservation of property in and around an inferno area of incident. This criterion aim at ensuring that spreading fire does not destroy surrounding property and buildings within the radius of an inferno incident. The above literature by Brunacini (2002, pp. 527-528) lends credence to the thoughts and ideas of Carter (2007) in advocating for a fire service specific model of leadership. Carter (2007) further discusses the earlier mentioned six styles of leadership and how they can relate to leadership in a fire service department. In discussing these different styles of leadership, Carter (2007) makes mention of more literature from various writers that lends support to his view of establishing afire service specific model of leadership. In discussing the charismatic style of leadership, Carter (2007) mentions Tischman (1990, p. 109), who contends that there are three essential competencies that a leader must possess to be a charismatic leader. Tischman (1990, p. 109) sees a charismatic leader as an individual who exhibits certain quality personal traits and characteristics that make him strongly exceptional in the eyes of the group or society he/she is leading.Tischman (1990, p. 109) further contends that a charismatic leader is always quite enthusiastic in accomplishing intendedtargets and objectives, and is always visionary in the planning and attainment of various group/societal goals and aims. Carter (2007) in seeking to evaluate whether the charismatic type of leadership is in line with the various needs and requirements of fire service departments, reviews the writings of Nadler and Tischman (1990, pp. 110-111), who contend that the charismatic style of leadership puts a lot of emphasis on the leader and the inner circle around him as opposed to the general group/society that he/she is leading. Nadler and Tischman (1990, pp. 110-111) further argue that any limitations arising within this style of charismatic leadership should be attributed to the charismatic leader, as virtually most of the things in such a structure revolve round the said leader and not the group/society. Nadler and Tischman (1990, pp. 110-111) further contend that due to the amount of importance and respect placed upon the charismatic leader, the people being led under such a structure of leadership are bound to be over dependent on the charismatic leader, waiting for him/her to perform exceptionally beyond expectations, and that this style of leadership also suffers the limitations of the skills and expertise of the charismatic leader. Since the charismatic style of leadership impacts the motivation of the employees and the objectives they need to fulfill, Nadler and Tischman (1990, pp. 110-111) argue that the charismatic model of leadership is not consistent with the various demanding requirement of the fire service field. As such, Carter (2007) draws support from this literature as a justification for the need of establishing a Fire Service specific model of leadership. In evaluating the consistency of the demanding requirements and needs of fire service and the situational style of leadership, Carter (2007) discusses the writings of a number of different writers who have written on the situational leadership style. Carter (2007) quotes the works of Hersey and Blanchard (1995), who have authoritatively written on the situational style of leadership and who observe that this particular style of leadership brings into play the readiness levels of the group/society of individuals under the leadership and the leaders and the intricate relationship between these two. Hersey and Blanchard (1995) contend that the situational style of leadership focuses on the existing situation or circumstance in a given scenario and that the willingness and ability of the group or employees under the leadership to perform a given task is high. Going along with this particular definition and explanation of the situational style of leadership, Carter (2007) observes that this model of leadership reflects well the different needs and requirements of Fire Service and its roles. Due to the situational style of leadership and its different demands and requirements on the groups or employees involved, daily intensive interactions between the leadership and the group/employees under leadership, Favreau (1973, p.29)argues that a leader in the situational model of leadership ought to always prepare his/her group or team of employees at all times, so that their alert levels are sufficiently high in case any situation arises that needs the groups’ or leader’s attention. Carter (2007) notes that a number of concepts exhibited within the situational model of leadership can greatly benefit Fire Service, since Fire Service departments are emergency response service providers and are always required to be alert and ready at all times in case an inferno erupts somewhere and they are needed there immediately. In proposing a Fire Service specific model of leadership, Carter (2007) quotes Howell (1997) and affirms the need to widen the concept of situation/circumstances so that it fits even better with the demanding requirements of the field of Fire Service. In discussing the contingency style of leadership and its relevance in relation to the requirements and needs of the Fire Service, Carter (2007) reviews literature from a number of individual writers such as Fiedler, Utecht and Heier. Carter observes that both Fiedler (1967) and Utecht & Heier (1976) argue that the contingency style of leadership is one that involves of orientation of the relationship between the leader (s) and the group/society/employees working under the leader. Fiedler (1967) and Utecht & Heier (1976) further assert that the contingency style of leadership is also involved with the orientation of the tasks and duties between the leader (s) and those working under the leader. Carter (2007) argues that the contingency style of leadership is a very essential type of leadership that is needed in a field such as the Fire Service. This is because this style of leadership focuses on activities and duties that are sometimes undertaken under difficult and stressful circumstances. Carter (2007) further contends that there are a number of attributes that can be quite useful in the field of Fire Service drawn from the contingency style of leadership which puts emphasis on individuals and not the situation of the different tasks and duties that need to be achieved. These attributes include the leader showing concern for the members of his/herteam;have in-depth knowledge of individual members of the team and strengthening the team under him/her through the use of competitive schemes. Here, Carter (2007) quotes fromliterature which seem to advocate the need for a Fire Service specific style of leadership. Carter (2007) also evaluates the citizen model of leadership and how it can be applied to the field of Fire Service to ensure effective leadership and management in Fire Service. The Citizen style of leadership is a model whereby the group/society that is being led is the one that plays a more important role in terms of decision making and implementation of different goals. Cronin (1987) observes that the citizen style of leadership is more prevalent within societies that exhibit democratic systems of governance as opposed to other societies that have authoritarian and non-democratic systems of governance. Cronin (1987) further contends that the citizen style of leadership has the leader showing a considerable amount of concern for the group/society working under him and that this model of leadership also allows for any member of the group/society do undergo leadership training, so that in the event of incapacitation, injury or even the death of the current leader, an individual from the group/society working under the leader will easily take over the leadership. Carter (2007) asserts that the above scenario is highly likely to occur as in the case of Fire Service, which is usually emergency oriented and where the leader can be hurt, incapacitated or event fatally affected in the process of firefighting or rescuing of people in inferno situations. Carter (2007) quotes Von Schell (1932) who argues that at the beginning of a given situation, there may not be a proven leader, but any citizen who can assume the leadership and inspire those working under him/her will lead to effective management of a given situation. Carter (2007) concludes his assessment of the citizen style of leadership by noting that the style also places more importance on the individual leading as opposed to the duties that need to be fulfilled. He however asserts that some of the qualities availed within this style of leadership, such as the training of individuals on how to lead and a high degree of flexibility in the leadership process can be applied within the demanding and emergency oriented field of Fire Service, so that unforeseen circumstances and situations such as the incapacitation or even death in the Fire Department of a leader cannot affect the Fire Service massively. Here, Carter (2007) justifies the need for a Fire Service specific model of leadership as opposed to a generalized model of leadership using more and more literature written earlier. In discussing the style of servant leadership, Carter (2007) utilizes the ideas and thoughts of Autry (2001), who contends that this style of leadership is one whereby the leader serves the needs and concerns of those groups or individuals under him/her, as opposed to being the boss that manages them all over.Autry (2001) further surmises that a servant leader is one that cares for the needs and well-being of those individuals under him and that for such a leader, just exercising control and authority over the people under him/her is not the priority. Along this theory of leadership, the Fire Service can really benefit from a servant style of leadership, as the Fire Department leader will be very alert to the dangers and other issues facing firefighters under his authority, and will even be leading emergency teams from the front. Carter (2007) finally examines the transformational/transactional leadership continuum and the consistency with which it can be applicable to the requirements and needs of the Fire Service. In this section, Carter (2007) reviews the literature offered by a number of writers on this particular style of leadership such as Favreau (1973), Hamm (1990), Burns (1978) and Dvir et al. (2002).Carter (2007) quotes Burns (1978), who contends that the transformational/transactional leadership continuum provides sufficient room for motivation, both by the leader as well as the individuals/group that the leader is leading. Carter (2007) also borrows from the writings of Dvir et al. who assert that the transformational/transactional leadership continuum focuses on the development of the individuals/groups working under the leader, as well as the performances of those being led. According to Burns (1978) and Cote (2003), the transformational/transactional leadership continuum leads to better interactions between the leader and those operating under him, and that it allows for the establishment of closely-knit units and teams that are ideal for environments of immense pressure, danger and high risk. This style of leadership therefore, Carter (2007) argues, is highly consistent with the conditions and prevailing environment accorded by the Fire Service industry and as such, can be a good stepping stone in establishing a Fire Service specific model of leadership. In concluding, it is observed that there is the need for a semblance of leadership for any organization to function effectively and efficiently. It can thus be surmised that the level of support that different types of writers and literature offer to the arguments of seeking a Fire Service specific model of leadership is quite immense and easily justifies the ideas of Carter. A number of potential barriers that can hinder the implementation of the Fire Service specific model of leadership include lack of dynamism on the part of some leaders who stick to one style of leadership that they were trained in, the lack of support for the model from the individuals and groups operating under theleader and finally the length of time that integrating the other styles of leadership with the Fire Service specific model of leadership. Reference List Autry, J. F. 2001. The Servant Leader. Roseville, CA: Prima Publishing Brunacini, A. 2002. Fires Command.2nd Ed. Quincy, MA: National Fire Protection Association. Burns, J. M. 1978. Leadership. In W. J. Thomas (Ed.), The Leader’s Companion(p. 483). New York: The Free Press. Carter, H.2007. Approaches to Leadership:The Application of Theory to the Development of a Fire Service-Specific Leadership Style. International Fire Service Journal of Leadership and Management.Pp. 28-36. Cote, A. 2003. Fire Protection Handbook. 19th ed. Quincy, MA: National Fire Protection Association Cronin, T. E. 1995. Leadership and Democracy. InW. J. Thomas (Ed.), The Leader’s Companion(pp. 303-309). New York: The Free Press. Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. 2002. Impact of transformational leadership on follower development and performance: A field experiment. Academy of Management Journal. vol. 45, no.4, pp.735-744. Favreau, O.1973. A Two-process Theory of Motion Aftereffects. Montreal: McGill University Fiedler, F. E. 1967.A Theory of Leadership Effectiveness, New York: McGraw-Hill. Hamm, R. 1990. Leadership in the Fire Service. Stillwater, OK: International Fire Service Training Association. Hersey, P., & Blanchard, K. W. 1995. Situational Leadership. In W. J. Thomas (Ed.)TheLeaders Companion(pp. 207-211). New York: The Free Press. Howell, J. P. 1997. Substitutes for Leadership: Their Meaning and Measurement-A Historical Assessment. Leadership Quarterly, Vol. 8, pp.113-116. Nadler, D.A., & Tischman, M. L. 1995. Beyond the charismatic leader: Leadership and organizational change. In W. J. Thomas (Ed.)The Leader’s Companion(pp. 108-113). New York: The Free Press. Utecht, R.E., & Heier, W. D., 1976. The Contingency Model and Successful Military Training. Academy of Management Journal. vol. 19, pp.606-619. Von Schell, A. 1982. Battle Leadership. The Benning Herald, Ft. Benning, Georgia. Reprinted by the Marine Corps Association, Quantico, VA. (Original Work published 1933). Read More