Characteristics of Leadership - Term Paper Example

Report (Management) – Template for leadership management Introduction 3 Objectives 3 The History of Fire Services 3 Fire Services in UK 4 Fire Services in U A E 5 What is Leadership? 5 Characteristics of Leadership 6 1. A Leaders must have followers: 6 2. There must be working relationship between the leader and his followers: 6 3. The leader should set a model before his followers: 6 4. There should be common interest between the leader and - his team of workers: 6 Manager role as leader 7 (1) To take initiative: 7 (2) Link him with the new venture and with the external resources: 7 (4) To interpret: 7 (5) To encourage team work: 8 Conclusion 9 Introduction Industrialisation is widely recognised not only as one of the important means to usher in socio-economic transformations and achieving industrial self sufficiency but also for the accelerated development of agriculture, transport, trade services and other sectors. In other words, it is a process which accelerates economic growth. Former Prime Minister of the U.K Mr. Tony Blair emphasised that 'Real progress must ultimately depend on industrialisation. Objectives I am working in overseas fair and rescues services and I have been asked by the manager the role of fair services in my chosen country. I have a senior position within the organization and have been asked by my manager to investigate the following influences which affect the internal environment of the organization. I have been asked by my manager to compile a 20 minute presentation on the following: 1. Analyse manager roles and responsibilities in general. 2. Assess leadership theories and leadership styles in practice and in comparison with other emergency services. 3. Summarise historical background on the fire and rescue service in the UK. 4. Compare and contrast national changes in the fire and rescues services. The History of Fire Services Peter Stuyvesant, the governor of New Amsterdam was the person who appointed four fire wardens in 1648. There starts the very beginning of fire services. Then the history of organized fire fighting in America began. In a stroke of political savvy, he named two Englishmen and two Dutchmen to the posts. They were the original fire wardens - Martin Krieger, Adrian Geyser, Thomas Hall and George Woolsey - were able and honest citizens and politically correct public servants of their time as they serve sincerely. These four wardens were empowered to visit every house between the Fort and the Fresh Water. The fire wardens were very keen and to inspect all chimneys and see that they were swept clean. They could levy a fine of three gilders if they found a chimney dirty or clogged. The fines were to be used to purchase and maintain fire ladders, hooks and buckets. They used the money to develop the system of fire service department. if a house caught fire due to negligence or from the homeowner's own fire in the fireplace, the wardens could also fine up to 25 gilders. New Amsterdam incorporated in 1657, streets were given names and four new wardens were appointed plus the 1648 rules were again ordered to be followed. Fire prevention was the same mission as the first group. Later in 1657, a tax was collected to procure buckets since the Burghers realized the city needed leather fire buckets. The buckets were not received until January 1659 due to the speed of government. (FEMA-OES (1994), Office of Emergency Services, October 25 - November 10, 1993, Office of Emergency Services, Sacramento, California. ) There come the city fathers who provided 250 buckets, hooks and small ladders to this fire company. The rattles moved for the bells and by 1697 four men known as the Night Watch .They were walking the streets with their bells at the ready and they rang their bells and announced the time and weather every hour explicitly. In 1700 the addition of City Hall at the head of Broad Street gave the city a new focal point. The ship Beaver arrived from England carrying two new sham hand fire engines in 1731. In fact, this was the real foundation led to the formation of what would become the New York City Fire Department. (National Fire Protection Association, NFPA, (1992), Quincy, MA) Fire Services in UK The fire service operates under separate administrative and legislative arrangements in each of the different countries. Fire services have undergone dramatic changes since the beginning of the 21st century. As all are aware that it is a a process that has been propelled by a devolution of central government powers and new legislation and a change to operational procedures in the light of terrorism attacks and threats. Terrorism and extermist attacks are being done rampantly.The reason for change came with the 2002 review of the fire service in the UK by Professor Sir George Bain. The Independent Review of the Fire Service, became conducive to rapid changes to fire and rescue services. Fire Services in U A E The Fire service in UAE started from the very beginning. These services are basically for helping the needy at the time of emergency. Today the Fire services are well developed and the assistance of the police and ambulance services can be contacted by dialling the number 999. While noticing one can understand that the ambulance service is much smaller than in many western countries and is mainly used by the hospitals and for the transport of road accident victims. If any one needs to get to a hospital urgently, it is generally faster to take your own transport or to call a taxi. The fire service can be contacted on 997 at any time .In the event of a water or electrical supply emergency, call 991 round the clock. One pharmacy will be open 24 hours a day at least. LEADERSHIP What is Leadership? Leadership is the process of encouraging and helping others to work enthusiastically toward objectives. It is the human factor that helps a group identify where it is going and then motivates it toward its goals. In other words, Leadership is the ability to influence a group toward the achievement of goals. Without Leadership, an Organization would be only a confusion of people and machines just as an orchestra without a conductor would be only musicians and instruments. Leadership is determined primarily by one's role behaviour, not by one's personal traits. Leader's roles combine technical, human and concept ional skills, which leaders apply in different degrees at various Organisational levels. Their behaviour as followers is also important to the Organisation. Characteristics of Leadership Some important characteristics of Leadership are as, follows: 1. A Leaders must have followers: Without followers, Leadership cannot be imagined. As a leader one must receive habitual obedience from his team of followers. 2. There must be working relationship between the leader and his followers: It means that the leader himself must be an active participant; else he will have no effect. 3. The leader should set a model before his followers: Through his behaviour a leader must develop a mental block in the minds of followers. If he succeeds in developing an ideal block, he can stimulate others for hard and honest work. 4. There should be common interest between the leader and - his team of workers: It is the leader who tries to reconcile differences and bring about a workable compromise between the goals of the Organisation he represents and the individual and group aspirations of the men he leads. (COVEY SR 1994 The seven habits of highly effective people. London: Simon &Schuster.) MANAGERIAL LEADERSHIP One way to consider managerial behaviour as leader is by looking at the managerial role, or how managers interact with others in the pursuit of goals. By definition, any one can be a manager, if he or she is willing to risk his or her own capital, time and prestige on a business of his or her own. As a chief decision maker and the person with the control, responsibility and authority the manager makes choices about goals, people and methods and communicates verbally and nonverbally about the firm, its mission and his or her position in it. Manager role as leader The concept of role derives from social psychology and refers to the characteristic ways in which an individual interacts with one or more other individuals in the pursuit of individual or shared goals. Roles result from the common human desire for predictability in interactions. (1) To take initiative: As a leader an manager should take the lead in all activities, he should not expect others to guide or direct him He himself should come in the field, lay down the aims and objectives, implement it and see that the goals are achieved according to the pre-determined targets. (2) Link him with the new venture and with the external resources: The manager’s chief role task is to link himself or herself (his or her ideas, resources, and skills) with the new venture and with the external resources (bankers, customers etc.) (3) To act as the friend, philosopher and guide of the undertaking: It is primary function of the leader to guide and direct the Organisation. He should issue the necessary instructions and see that they are properly communicated. (4) To interpret: As a leader, a manager should assign reason to his/her every command. If the instructions are irrational and there is no backing by reason or logic, they are bound to be ineffective. Hence, one has to instruct in such a way that they are intelligible to all concerned and their cooperation is readily forthcoming. (5) To encourage team work: The leader must act like the captain of a team. He must try to win the confidence of most of his colleagues, if not all. Without team work he cannot be successful and the leadership may fail. TECHENIQUES OF MANAGERIAL LEADERSHIP The major techniques of managerial Leadership are listed as follows: Management of Attention: A combination of vision and strong personal commitment attracts others and inspires them to seek new heights. ' Management of Meaning: Successful leaders posses exceptional communication skills that serve to align with their cause. Management of Trust: A clear and constant focus on a central purpose builds trust by letting others know where the leader stands. Management of self: Successful leaders nurture; their strengths and learn from their mistakes. They generally reject the idea of failure. Management of Securing co-operation: Nothing is as important to the success of an enterprise as the ability of leaders to secure from all who are associated with the undertaking, the willingness and desire to give their best efforts in fulfilling the objectives for which the concern is established. Management of power: Wise leadership uses power in the best interest of the enterprise and the group related to it. Management of co-ordination: In order to get the desired action, i.e., successful leader must co-ordinate the acts of his co-workers through orders or command. These orders should be definite, sequential flexible and open. Management of discipline: Discipline is the force that prompts .in individual or group to observe rules, regulations, and procedures that are deemed necessary to the attainment of an objective. Management of group moral: Moral is the level of job satisfaction within a group. (CRONJE GJ de J, DU TOIT GS & MOTLATLA MDC (Eds). 2004. Introduction to Business Management. 6th edition. Cape Town: Oxford.) Qualities of Leadership Major qualities of leadership are listed as follows: Instinct to take lead and initiative Quick grasp and power of judgement Sense of responsibility Power to influence Moral qualities Courage Will-power Judgement Flexibility Adaptability Communicability Integrity Conclusion Industrialisation is widely recognised not only as one of the important means to usher in socio-economic transformations and achieving industrial self sufficiency but also for the accelerated development of agriculture, transport, trade services and other sectors. In other words, it is a process which accelerates economic growth. Real progress must ultimately depend on industrialisation. Throughout the world, industrialisation had indeed become the magic word of the mid-twentieth century. REFERENCES 1. Barro, S.C., and Conard, S.G. (1990), Fire Effects on California, Pacific Southwest Research Station, Riverside, California. 2. Carter, G.M., Bean, D.L., and Weissler, R.E. (1994), Report on the Old Topanga Incident, RAND Corporation, County of Los Angeles Fire Department, Los Angeles, California 3. County of Los Angeles Fire Department, CLAFD (1994), Official Report Old Topanga Incident, Los Angeles, California. 4. FEMA-OES (1994), Office of Emergency Services, October 25 - November 10, 1993, Office of Emergency Services, Sacramento, California. 5. National Fire Protection Association, NFPA, (1992), Quincy, MA. 6. U.S. Department of the Interior (1995), Federal Wildland Fire Management Policy & Program Review 7. Bureau of Fire Management's National Office of Fire and Aviation, Washington, District of Columbia. 8. Wells, W.G. (1987), The Effects of Fire Geologic Society of America Reviews. 9. COVEY SR. 1994. The seven habits of highly effective people. London: Simon &Schuster. 10. CRONJE GJ de J, DU TOIT GS & MOTLATLA MDC (Eds). 2004. Introduction to Business Management. 6th edition. Cape Town: Oxford. Read More