Best Term Papers

UC Fire Science & Emergency Management takes pleasure in presenting "best term papers" that have been selected by professors, and posted with the student's permission. It is our pleasure to recognize student achievement and promote best practices in the fire service.

Best Term Papers

2020

Leadership and Mentorship At Deerfield Township Fire Rescue

Adam Farwick

University of Cincinnati

FST 3085-Political and Legal Foundations

October 2020

 

CERTIFICATION STATEMENT

I hereby certify that the following statements are true:

I certify that this paper is my own work, based on my personal study and research and that I have acknowledged all material and sources used in its preparation, whether they be books, articles, reports, and any other kind of document, electronic or personal communication.

Signed:            Adam Farwick              

          Date:             10th, October 2020                     

 

Abstract

It has been said before that you are only as good as your weakest member, be that in the corporate world on in the fire service. Fundamentals of the fire service can be taught, built upon, trained on several times and most people become proficient in the job. While mentorship and leadership qualities cannot be measured, they do play a huge role in the success of the fire service. The next generation of firefighters should be able to effortlessly fill the ranks of their predecessors and continue the success of an organization, or even improve the organization.  For this reason, it is essential to develop standards of mentorships and leadership training.

The problem is that Deerfield Township Fire Rescue does not have standard mentorship programs and does not require leadership training for its members. This could leave the department vulnerable to a lull in important leadership roles, if someone is unexpectedly unable to continue their duties. The purpose of this research was to identify what steps DTFR should take to develop and standardize the mentorship style it currently uses and determine if it is beneficial for its members to have leadership training.

Descriptive research was utilized to complete this research. Questionnaires and literature review will help to contrive data that can be analyzed to determine what steps should be taken to maximize mentorship and what leadership training they should require, if any. The following three questions were posed to direct the research:

1.      What is leadership? Can it be taught and is it important?

2.      Why is mentorship important and who can benefit from it?

3.      Should the department require leadership training for its officers?

 

Introduction

The success of any organization depends on the individuals for which the organization is constructed. In order to have success an organization must have its leaders and followers. Throughout the process of working together individuals will naturally create relationships and some will result in mentorship or some kind. This creates importance for mentorship and development of an organization’s leadership team. The fire service is such an organization that will most certainly benefit from these key ideas, given the nature of the work.

The problem is that Deerfield Township Fire Rescue does not currently have programs or training pertaining to mentorship or leadership. The purpose of this research was to identify what steps DTFR should take to develop a mentorship program, and what leadership training could benefit the organization.  Descriptive research will be utilized to complete this research. Literature review as well as a survey will help to collect data that can be analyzed to determine what steps should be taken to develop such programs.

The questions that will be answered by this research paper are (A) What is leadership? Can it be taught and is it important? (B)Why is mentorship important and who can benefit from it? And (C) Should the department require leadership training for its officers?

 

Background and Significance

Deerfield Township is in Warren County Ohio, twenty miles north of Cincinnati, Ohio. From the last consensus in 2017, Deerfield Township has 39,188 residence spread over 16.1 sq./miles in 14,355 households (U.S. Census Bureau , 2018). Deerfield Township consists of mostly residential housing and neighborhoods but has a significant number of hotels, office buildings and commercial buildings. Deerfield Township borders several similar communities such as Mason, Loveland and Hamilton Township. 

Since 1998, Deerfield Township Fire Rescue has grown into a progressive department.  DTFR is a career department that currently has 42 full-time employees and approximately 50 part-time employees. DTFR is also in the process of hiring 6 additional full-time employees and promoting 2 to Lieutenant and 1 to Captain. The department operates on a three-unit-day rotation, 24 hours on-duty and 48 hours off-duty. With the additional positions the full-time staff includes 33 Firefighter/medics, 8 Lieutenants and 4 Captains who follow the 24/48-hour rotations. This department also includes the Fire Chief, three Battalion Chiefs, and a 40-hour Lieutenant and Captain. DTFR offers many services to the community and is truly an all hazards fire department. These services include, emergency medical services, fire suppression, hazardous material mitigation, technical rescue(s), public relations, fire prevention and life safety inspections to name a few. DTFR made 4642 total calls in 2019 of that number 3166 were EMS calls (FRMS ND).

Below are the requirements for Deerfield Township Fire Rescue promotions by rank

    Lieutenant

            o   Five years’ experience as full-time Firefighter and EMS provider

            o   75% competition of Associates degree in Fire Service-related course field

    Captain

            o   Five years’ experience as full-time Firefighter and EMS provider

            o   Three years’ experience as full-time Lieutenant (or above rank)

            o   75% competition of Associates degree in Fire Service-related course field

            o   Bachelor’s degree preferred

    Battalion

            o   Bachelor’s degree in Fire Service-related course field

            o   Master’s degree in Fire Service-related course field

            o   Five Years of full-time supervisory experience at the rank of Captain and ten years’                  experience as full-time Firefighter and EMS provider

            o   Must complete the Executive Fire Officers Program or another approved Executive                 Leadership Program within the first fire years of employment

    Chief

            o   Master’s degree in Fire Service-related course field

            o   Five Years of full-time supervisory experience at the rank of Battalion and fifteen                 years’ experience as full-time Firefighter and EMS provider

            o   Graduate of the National Fire Academy’s Executive Fire Officer Program

            o   Chief Fire Officer Credentialing obtained by the Center for Public Safety Excellence

              (Deerfield Township Fire Rescue, 2018)

No further requirements are necessary to obtain promotion at DTFR, however, part of the promotional process does include evaluation of one’s resume. To boost a resume, individuals seek further outside training to include the Fire Officer series, additional rescue tech certifications, fire and ems instructor etc. Since these positions have historically been chosen from the current employees of the department, you would imagine there would be steps, guiding those seeking promotion, to be able to follow for the best outcome and qualified candidate to obtain the promotion. DTFR does offer certain professional development tools that employees can take advantage of, however, there is no mentorship program or leadership trainings offered to gain the knowledge and skills needed for the position. There is a minimum standard for promotion, but it is up the individuals seeking promotion to work on standing out by building their resume, without direction from the department. The current processes do not assure consistency in quality of those promoted and appears to weigh more on results of a process and testing scores versus key personality traits carried by the individual.

Since there is no mentorship program or leadership training, concerning the supervisory roles of Lieutenant through the position of Captain, promotions within DTFR have been inconsistent. This has been proven with past demotions of officers in the department. The finding within this applied research paper could have profound effects within DTFR. Creating urgency in developing a mentorship program that will provide mentoring a framework for future leadership of this department while also elevating the level and consistency within the ranks of this department. Furthermore, it may be beneficial to include additional factors for choosing future leaders such as the intangible personal attributes and strengths.

 

Literature Review

Literature review was done to discover the importance of mentorship as it relates to the fire service. It was also used to identify what qualities make a good leader, and if leadership training is relevant to the needs of Deerfield Township Fire Rescue. According to (Reh, 2019) “mentoring consists of a long-term relationship focused on supporting the growth and development of the mentee.” Reh (2019) defines the mentor as” a source of wisdom, teaching, and support, but not someone who observes and advises on specific actions or behavioral changes in daily work.”

Kruse (2013) explains what leadership looks like, stating leadership stems from social influence and requires others, with no mention of personality traits or titles. He also states that leadership includes a goal but not influence with no intended outcome. Kruse ties all this together in one sentence:

 “Leadership is a process of social influence, which maximizes the efforts of others, toward the achievement of a goal” (Kruse, 2013)

Leaders and mentors both have distinctive characteristics and have been categorized based on personality elements and approach. Each style of mentoring and leadership have been described and interpreted in different ways. Moreover, mentorship is similar to coaching, and leadership is closely related to management. However, there are key difference between these items.

Pinksy (2017) explains that “leaders are models for fair and ethical behavior, while managers are models for efficiency, achievement, and prosperity.” He divides the two by saying that good managers do not need to be charismatic or rally the troops, but that leaders can rally others in times of need while not necessarily defining purpose or monitor progress. Pinksy (2017) concludes that “management skills can be taught and learned through formal education and experience” … while… “leadership is generally learned through modeling behavior of another and challenging one’s own ideas.”

 Boogaard (n.d.) describes 8 leadership styles and places them into these categories: Transactional Leadership, Transformational Leadership Servant Leadership, Democratic Leadership, Autocratic Leadership, Bureaucratic Leadership, Laissez-Faire Leadership and Charismatic Leadership. Each have their own characteristics including both pros and cons. A few examples of this would be “transactional leaders dish out instructions to their team members and then use different rewards and penalties to either recognize or punish what they do in response” (Boogaard, n.d.). The pro to this type of leadership can be the elimination of confusion because tasks and expectations are clearly established by the leader, while a con to this style is it can create a stiff environment and creativity may be impeded. The style most common in the fire service might fall under the Servant Leadership style. Boogaard (n.d.) describes these types of leader as one whom “focus on elevating and developing the people who follow them.” The pros of this style are that “this approach boosts morale and leads to a high level of trust, which results in better employee performance and a more positive company culture overall”….while the cons are suggested to be “challenging” because of  “constantly pushing your own needs and priorities to the backburner isn’t something that comes as second nature for most of us”(Boogar, n.d.)

Mentors also have their own unique qualities and style. Rashid (2017) describes just three of the more common type below:

The Challenger- who asks questions about why your comfort zone is the way it is, until it no longer exists.

The Cheerleader- who relentlessly boosts your self-esteem and confidence until you feel brave enough to stop over your own boundaries.

The Coach- who is a wizen veteran providing the knowledge you need to innovate - or overcome the same adversity they did.                                             

            (Rashid, 2017)

Mentoring can sometimes be confused with coaching and they do have similarities. “Mentoring consists of a long-term relationship focused on supporting the growth and development of the mentee. The mentor becomes a source of wisdom, teaching, and support, but not someone who observes and advises on specific actions or behavioral changes in daily work” (Reh, 2019). Coaching, on the other hand usually has a duration of time and are not infinite. Mentorship, as mentioned above, usually last a lifetime. “Coaches help professionals correct behaviors that detract from their performance or strengthen those that support stronger performance around a given set of activities (2019).

 

Procedures

Several procedures and resources were used during this research. The procedures included a ten-question survey that was sent to 31 individuals consisting of fire service professionals and a few business professionals. Review of current policies and procedures within Deerfield Township Fire Rescue was also utilized as well as interviews and data retrieved from reputable online sources, books, and journals.

The primary data was collected through a survey. The results have been included in Appendix A. The respondents completed an online survey which asked the following questions:

1.      Does your department provide leadership training?

2.      Does you department have a mentorship program?

3.      Are mentorship programs important?

4.      Why or why not?

5.      Is leadership training necessary? Why or why not?

6.      Do you have a mentor?

7.      How have they influenced you?

8.      Name three qualities of a good leader.

9.      What leadership book or training would you recommend?

10.  In your opinion, does your department hire on basis of true leadership qualities or experience and time on the job? Explain.

Follow-up interviews were obtained to gather deeper opinions and facts of some of the respondents of the survey. This was done to collect more detailed knowledge pertaining to those departments that have experience in using mentorship programs first-hand, and to gain the opinion of individuals who have experience in leadership training. Additional data was retrieved through trusted internet source to demonstrate the importance of the topic.

The limitations of the survey included the inability to engage in dialog with the correspondents, and diversification of participants (i.e. most correspondents were from fire departments). Also, the period for a response was brief, which limited the number of responses received. The limitations of the descriptive research included limited data pertaining to mentorship programs for departments of the likeness of DTFR. Many departments, similar in size, run volume and employees do not have information that discusses such procedures; or they simply do not exist. Gathering data showing the development, procedures and assumed benefits of mentorship programs and leadership training was able to be retrieved through research.

 

Results

A survey conducted, using surveymonkey.com, was sent to 31 individuals, mostly fire service professions from line firefighter up to Fire Captain, 3 were sent to business professionals, and only 11 submitted the survey. Of the correspondents all 11 answered “Yes” to question 5; Is leadership training necessary? Why or why not? On the other hand, 2 of the 11 questioned answered that a mentorship program is not important, with one skipping the question entirely.

Of those surveyed 55% answered their organization has leadership programs and 45% did not, while mentorship programs were the opposite with 45% having one and 55% not having one. The majority of individuals gave examples of leadership books they recommend. The last question about their organizations promotional process gave mixed answers; see examples below:      

“Each promotion has differed, and I have seen a combination of both. Sometimes individuals were promoted because it was more important to those choosing on “who not to promote”. Other times proper individuals were chooses based on proper qualities.”       (See Appendix A)

“Qualities matter more than time on job. Just because someone is around doesn't make them a good leader.” (See Appendix A)

“No They hire their buddies” (See Appendix A)

 

Discussion

The purpose of this study is to identify the principles and importance of leadership and mentorship for Deerfield Township Fire Rescue. My literature review was structured to understand what leadership training and mentorship is, what advantages are associated with each and finally identifying the best approach for utilizing these principals for the benefit of my own organization.

Through my literature review, the undeniable opinion would suggest that leadership training and mentorship is important for the performance and success of an organization. Craig (2018) speaks to both in a Forbes article by explaining that leadership changes in an organization and every leader influences the changing work culture. He continues by saying this change can go from good to bad or from bad to worse and that leaders must honor those who came before if the organization runs well. He concludes by sharing that change is inevitable and that the employees and leaders all play a part.

The survey helped to understand the opinions of local fire service professionals, as well as some professionals not in the fire service. All the respondents agreed that leadership training is important to their organization, while two of the respondents answered that a mentorship program is not. Utilizing the results of the survey, I found that follow-up questioning was needed, partly because of the lack of responses but also some skipped questions and further clarification. Brown (2020) skipped the question pertaining to the importance of a mentorship program. Follow-up interview revealed his thoughts with his statement “I don’t feel mentorship programs can be forced upon someone, this type of relationship grows over time and you don’t necessarily choose a mentor. It just happens” (Brown, 2020). He further states “if you are going to have a mentorship program, its not truly a mentorship but I understand the reasoning behind them with training new personnel, but call it something else”

Traditional, in the fire service, there is a pecking order. The more time you have on the job, the more seniority you have and the more friends you make seems to dictate how far you can go within an organization. This is not always the case, and no facts will be discovered to confirm this. For Deerfield Township Fire Rescue, the pool of candidates are individuals that have worked for the department for several years, a seniority list would have been established since the beginning of the department , and testing occurs to rank the testing member. Interviews and several other assessments are then completed. In the end of the process, the candidate who scores highest throughout the process is typically the individual who promotes. This is not always the case. Favoritism for certain individuals can occur, and the process weighs heavily on the last interview. A candidate may have all the necessary requirements but may lack the leadership skills to succeed. They may also lack the personality traits that demonstrate excellence or even lack motivation to better themselves and their organization. This cannot be determined by having seniority on a department or having more time on the job than others. Leadership development programs, mentorship, on duty experiences and personality traits should be a consideration when determining the quality of candidates.

Through research it was discovered that DTFR does implement a lot of mentorship type programs, when it comes to the hiring of new personnel. Using the more senior individuals on the department, the new hires are paired with someone who is to lead their new employee packet. This packet is used to assess an individual’s knowledge and teach them how DTFR operates. In a way this is mentorship, but as described above this is more a long the lines of coaching. If that relationship grows into an actual mentorship between the two parties is solely up to the relationship that is developed between them.

It was also learned that individuals may possess different leadership qualities. This can dictate the success of the “new hire” packet. If someone does not possess good leadership qualities, it may show in the performance of the newly hired individual. Having a leadership program that can qualify individuals, based on their personal attributes may be the best for determining who should be placed as a new hires’ “mentor”. This would provide consistency in training and assure the departments best interests are being met.

 

Recommendations

This research paper has allowed me to recognize the differences between mentorship and leadership. Through research of the topic, I also discovered the difference between mentoring and coaching, as well as leadership and management. Both concepts are important to any organization, for the success of the organization. This leaves me to conclude that Deerfield Township Fire Rescue would benefit from more leadership development programs. It also leads me to believe that individuals of the department should take it upon themselves to seek mentorship and build a relationship with someone who can help in their own personal development.

The survey conducted affirms the importance of both topics, not just for the fire service but for any organization. I also learned that you cannot force someone to act as a mentor, nor can you force personality traits that create sound leadership qualities. What you can do is offer classes that allow individuals to develop their qualities and understand what true leadership is. While I believe the best avenue for the success of DTFR would be to develop leadership programs and encourage mentorship, it could be difficult to force these upon its members.

The recommendations for Deerfield Township Fire Rescue, as it relates to leadership programs is as follows:

    1.      Evaluate the leadership qualities of individuals on the department and seek those and develop those individuals to accomplish the goals of the department.

    2.      Educate and develop the current officers within the department to have a greater capacity to act as mentors.

    3.      Require training for new officers that will assist them in develop their leadership and management styles to optimize the success of the department.

 

Reference

Boogaard, K. 8 Common Leadership Styles (and How to Find Yours). Retrieved 9 October 2020,  from https://www.themuse.com/advice/common-leadership-styles-with-pros-and-cons   

Brown, S (2020). Mentorship and Leadership in the Fire Service [In person interview].    

Craig, W. (2018). The Role Leadership Has In Company Culture. Retrieved 9 October 2020,  from https://www.forbes.com/sites/williamcraig/2018/09/05/the-role-leadership-has-in-company-culture/#1fc8b47e16b6

Kruse, K. (2013). What Is Leadership?. Retrieved 7 October 2020, from  https://www.forbes.com/sites/kevinkruse/2013/04/09/what-is-leadership/#124f30495b90

Deerfield Township Fire Rescue. (2018). Deerfield Township Fire Rescue Department Job Description.

FRMS, Fire Records Management System. (ND). [2019 DTFR FIRE/EMS run totals]. Unpublished raw data.

Pinsky, B. (2017). Management Vs. Leadership - Fire Rescue Magazine. Retrieved 8 October      2020, from https://firerescuemagazine.firefighternation.com/2017/11/02/management-vs-leadership/#gref

Rashid, B. (2017). 3 Reasons All Great Leaders Have Mentors (And Mentees). Retrieved 8 October 2020, from https://www.forbes.com/sites/brianrashid/2017/05/02/3-reasons-all-great-leaders-have-mentors-and-mentees/#e71c9b513f9d

 Reh, J. (2019). This Is How a Great Mentor Could Boost Your Career and Life. Retrieved 7  October 2020, from https://www.thebalancecareers.com/a-guide-to-understanding-the-role-of-a-mentor-2275318

U.S. Census Bureau (2018). American Community Survey 5-year estimates. Retrieved from Census Reporter Profile page for Deerfield Township, Warren County, OH http://censusreporter.org/profiles/06000US3916521238-deerfield-township-warren-county-oh/

 

Appendix A

Leadership and Mentorship Survey

Respondent 1

Q1

Does your department provide leadership training?

  • Yes

Q2

Does you department have a mentorship program?

  • Yes

Q3

Are mentorship programs important?

  • Yes

Q4

Why or why not?

It provides for better officers and validates and supports succession planning

Q5

Is leadership training necessary? Why or why not?

Yes It’s secures the future of the org and makes seem less transition if someone is off or worse leaves

Q6

Do you have a mentor?

  • Yes

Q7

How have they influenced you?

Developed me for the next promotion

Q8

Name three qualities of a good leader.

Empathetic, steadfast, life long learner

Q9

What leadership book or training would you recommend?

All of them

Q10

In your opinion, does you department hire on basis of true leadership qualities or experience and time on the job? Explain.

No They hire their buddies

 

Respondent 2

Q1

Does your department provide leadership training?

  • Yes

Q2

Does you department have a mentorship program?

  • Yes

Q3

Are mentorship programs important?

  • Yes

Q4

Why or why not?

They are needed for the growth of the department. We should be training the future folks to take over our positions.

Q5

Is leadership training necessary? Why or why not?

Yes, with a small department it is imperative our folks below us are ready to step up. A simple vacation or sick day can cause someone to move up and they need to be prepared as we are unable to schedule emergencies.

Q6

Do you have a mentor?

  • Yes

Q7

How have they influenced you?

My mentors have influenced my career. They have taught me almost all I know and have lead me into a great path. They were always right beside me when teaching also.

Q8

Name three qualities of a good leader.

Consistent Respectable Fair

Q9

What leadership book or training would you recommend?

Unable to at this time. On the job training from great leaders has been the best for me.

Q10

In your opinion, does you department hire on basis of true leadership qualities or experience and time on the job? Explain.

We hire the best fire/medic that applies. We have one interview and that’s it. If it comes down to it, I would say experience and time on the job.

 

Respondent 3

Q1

Does your department provide leadership training?

  • No

Q2

Does you department have a mentorship program?

  • No

Q3

Are mentorship programs important?

Respondent skipped this question

Q4

Why or why not?

That’s a good question

Q5

Is leadership training necessary? Why or why not?

Absolutely

Q6

Do you have a mentor?

  • Yes

Q7

How have they influenced you?

Decision making, critical thinking, ability to look at the bigger picture

Q8

Name three qualities of a good leader.

Calm, Assertive as needed, Open minded as needed, Ability to take criticism

Q9

What leadership book or training would you recommend?

Extreme Ownership

Q10

In your opinion, does you department hire on basis of true leadership qualities or experience and time on the job? Explain.

Civil service

Respondent 4

Q1

Does your department provide leadership training?

  • Yes

Q2

Does you department have a mentorship program?

  • Yes

Q3

Are mentorship programs important?

  • Yes

Q4

Why or why not?

Seeing what career is like further down gives staying power for things being tough early

Q5

Is leadership training necessary? Why or why not?

Yes. Leaders need to constantly be on the forefront. If a leader isn't leaning and getting better no one else is either. Plus top performance comes from the top, why wouldn't you invest in your leaders?

Q6

Do you have a mentor?

  • Yes

Q7

How have they influenced you?

Foundational thought, friendship, and a sounding board

Q8

Name three qualities of a good leader.

Mental toughness, integrity, desire to improve

Q9

What leadership book or training would you recommend?

Any book by Jason Selk

Q10

In your opinion, does you department hire on basis of true leadership qualities or experience and time on the job? Explain.

Qualities matter more than time on job. Just because someone is around doesn't make them a good leader

 

 

Respondent 5

Q1

Does your department provide leadership training?

  • No

Q2

Does you department have a mentorship program?

  • Yes

Q3

Are mentorship programs important?

  • Yes

Q4

Why or why not?

  • Provide new employees with knowledge on the department and how things are done.

Q5

Is leadership training necessary? Why or why not?

  • Yes, education to the future of the department

Q6

Do you have a mentor?

  • Yes

Q7

How have they influenced you?

  • Yes

Q8

Name three qualities of a good leader.

  • Decisive, confident, honest

Q9

What leadership book or training would you recommend?

  • You tell me

Q10

In your opinion, does you department hire on basis of true leadership qualities or experience and time on the job? Explain.

  • Combination

 

Respondent 6

Q1

Does your department provide leadership training?

  • No

Q2

Does you department have a mentorship program?

  • No

Q3

Are mentorship programs important?

  • Yes

Q4

Why or why not?

  • Gives opportunities to watch and help employees grow. Shows that the department cares about the employee and their future.

Q5

Is leadership training necessary? Why or why not?

Yes. Giving advice and growth to employees. Shows you have a vested interest in them

Q6

Do you have a mentor?

  • No

Q7

How have they influenced you?

Respondent skipped this question

Q8

Name three qualities of a good leader.

Puts others first Develops their people Cares for their people

Q9

What leadership book or training would you recommend?

It’s your ship

Q10

In your opinion, does you department hire on basis of true leadership qualities or experience and time on the job? Explain.

No. Qualifications and passing a test

 

Respondent 7

Q1

Does your department provide leadership training?

  • Yes

Q2

Does you department have a mentorship program?

  • Yes

Q3

Are mentorship programs important?

  • Yes

Q4

Why or why not?

Basic instruction on how to run day to day operations.

Q5

Is leadership training necessary? Why or why not?

Yes. It is impurities for senior leadership to pass knowledge down to subordinates.

Q6

Do you have a mentor?

  • Yes

Q7

How have they influenced you?

Showing what tasks to complete as a supervisor that may not be in S. O. P’s

Q8

Name three qualities of a good leader.

Servant leader, crews integrity first priority, ability to build into crew members.

Q9

What leadership book or training would you recommend?

“Extreme Ownership” by Joko Wilink

Q10

In your opinion, does you department hire on basis of true leadership qualities or experience and time on the job? Explain.

Yes. This is mandatory to qualify for leadership positions.

 

Respondent 8

Q1

Does your department provide leadership training?

  • No

Q2

Does you department have a mentorship program?

  • No

Q3

Are mentorship programs important?

  • Yes

Q4

Why or why not?

Offers the opportunity to share valuable job experience and knowledge with others. Information that cannot be learned from a book and is learned through practical experiences. These can be incident related experiences or leadership based experiences.

Q5

Is leadership training necessary? Why or why not?

Yes. Understanding how a leader functions is imperative to the success of a Fire Department. Not only is leadership training imperative, applying what is learned is just as if not more important. Many times lower level leaders such as company officers are sent to learn vast leadership knowledge, only to be shamed in what was learned because Chief Officers do not practice learned methods.

Q6

Do you have a mentor?

  • No

Q7

How have they influenced you?

N/A

Q8

Name three qualities of a good leader.

Integrity. Trust. Flexibility.

Q9

What leadership book or training would you recommend?

Maxwell’s 21 Irrefutable Leadership Laws is a personal level read that is practical and allows for building leadership traits for a self motivated leader. NFA EFO programs offers structured leadership training as well as the Ohio OFE, however, less intense than the NFA program.

Q10

In your opinion, does you department hire on basis of true leadership qualities or experience and time on the job? Explain.

Each promotion has differed and I have seen a combination of both. Sometimes individuals were promoted because it was more important to those choosing on “who not to promote”. Other times proper individuals were chooses based on proper qualities.

 

Respondent 9

Q1

Does your department provide leadership training?

  • Yes

Q2

Does you department have a mentorship program?

  • No

Q3

Are mentorship programs important?

  • Yes

Q4

Why or why not?

They give guidance to the new and younger generation while engaging the veterans

Q5

Is leadership training necessary? Why or why not?

Yes, We as a service need to lay the foundation for the younger generation and leadership training does this. These new hires will be the future bosses of our departments and we need to provide them with good leadership skills to help them succeed.

Q6

Do you have a mentor?

  • No

Q7

How have they influenced you?

Respondent skipped this question

Q8

Name three qualities of a good leader.

Strong/Good communication, humility, Integrity

Q9

What leadership book or training would you recommend?

Step up and Lead, Its Your Ship, Pride and Ownership, Maxwells 21 Laws of Leadership

Q10

In your opinion, does you department hire on basis of true leadership qualities or experience and time on the job? Explain.

No, we look for qualities in people that have potential to be good leaders, but finding a seasoned leader in the fire service for the positions we are hiring is far and few between. Most of our new hires are right out of school, high school fire program or adult fire program.

 

Respondent 10

Q1

Does your department provide leadership training?

  • Yes

Q2

Does you department have a mentorship program?

  • No

Q3

Are mentorship programs important?

  • No

Q4

Why or why not?

Non existent

Q5

Is leadership training necessary? Why or why not?

Always. A company should be made of leaders.

Q6

Do you have a mentor?

  • No

Q7

How have they influenced you?

N/A

Q8

Name three qualities of a good leader.

Decisiveness, communication, vision

Q9

What leadership book or training would you recommend?

N/A

Q10

In your opinion, does you department hire on basis of true leadership qualities or experience and time on the job? Explain.

Experience and time from what I've seen.

 

Respondent 11

Q1

Does your department provide leadership training?

  • No

Q2

Does you department have a mentorship program?

  • No

Q3

Are mentorship programs important?

  • No

Q4

Why or why not?

N/a

Q5

Is leadership training necessary? Why or why not?

Absolutely. It is part of the professional development process.

Q6

Do you have a mentor?

  • No

Q7

How have they influenced you?

N/a

Q8

Name three qualities of a good leader.

Strong morals Positive attitude Willingness to lead

Q9

What leadership book or training would you recommend?

Extreme ownership Shut up and lead Ask why

Q10

In your opinion, does you department hire on basis of true leadership qualities or experience and time on the job? Explain.

Experience/seniority

 

2019

2018

2017

2016

  • Chief Officer Challenges and Opportunities
  • Performance Improvement Strategy
  • Terrorism Response in Mercer County
  • The Lone Wolf Terrorist

2015

  • Community Paramedicine
  • Small Town Terror Attack
  • Which Smoke Alarm Technology is Recommended

2014

  • Applying the UL Ventilation Study to Modern Firefighting Strategies
  • Community and Paramedicine
  • Proper Drug Security for the Fairborn FD

2013

  • Is Community Paramedicine Feasible for a Public Fire Department?
  • Joint Terrorism Task Force Teams
  • What Happens When Technology Meets Public Safety?

2012

  • Economic Incentives of Residential Sprinklers for Homeowners
  • Improving EMS and Fire Services
  • Theatre Fires
  • Time to Evacuate
  • Petroleum Terminal Vulnerability
  • Prevalence of Off-Duty Smoking Prohibition Policies Among Wisconsin Career Fire Departments

2011

  • The Disaster Next Door
  • Fire Based EMS
  • Improving Public Education in Ontario
  • Post Osama bin Laden World—What Does it Really Mean?
  • Residential Fire Sprinklers
  • Social Media & Internet Usage

2010

  • Arson: A Growing Problem
  • The Charleston Sofa Super Store Tragedy
  • Cost and Benefit Considerations of a Residential Sprinkler Ordinance in Oshkosh, Wisconsin
  • Preparedness for Uncertain Conditions
  • Regionalism for the Fire Service in Cuyahoga County Ohio

2009

  • NIOSH Investigations; What happens after the fact?
  • Firefighter Fitness & Program Implementation
  • The Use of Polygraph in the Fire Service

2008

  • Analytical Approaches to Public Fire Protection
  • Independent Medical Exams of Recruits and Current Firefighters Before Training
  • Is Overtime Creating Dangers for Firefighters and the Public?
  • Managing Our Risk at Fires
  • The Station Nightclub Fire
  • Managing Our Risk at Fires

2007

  • Crossing the Line: Providing Emergency Services in Indiana
  • Firefighter Safety and the Modern Vehicle
  • Fire Fighter Safety During Extreme Hot Weather
  • Improved Prevention of Firefighter Cancer
  • Legal Liability Issues of Standard Operating Procedures
  • Personal Health & Legal Ramifications
  • Personnel Management For The Fire Service
  • Use of Contacts for Corrective Vision by Firefighters
  • Seat Belt Use (Ariza)
  • Smoking Material Fire Problem Illustrated
  • Roadway Safety for Firefighters
  • Water Rescue for America's Firefighters

2006

  • Ohio Residency
  • Standard Operations Guideline on Electrical Safety

Questions?

Contact us at UCFireScience@uc.edu