Showing posts with label Ethical Decision-Making. Show all posts

Saturday, March 29, 2025

Principles of Management

Leadership in Emergency Services: Key Themes from the Field

By John Fisher (assisted by AI)

Leadership in emergency services requires more than holding a position of authority—it demands resilience, emotional intelligence, ethical decision-making, and the ability to lead others through uncertainty. In interviews with leaders from fire departments, EMS agencies, police departments, and healthcare organizations, consistent themes emerged that define effective leadership in high-pressure, high-stakes environments. This summary, based on student papers from a UVU course in emergency services management, highlights five core principles reflected in those interviews: building trust and clear communication, adaptability and sound decision-making, servant leadership and mentorship, ethical behavior, and fostering team unity and support.

1. Trust and Communication Are Foundational

Clear communication and earned trust are repeatedly emphasized as the backbone of effective emergency leadership. Leaders must foster environments where information flows accurately and quickly, especially in dynamic, high-pressure settings.

“You manage things, you lead people.”
“If your team doesn’t trust you, they won’t follow you when it matters most.”
“In the ER, information has to be passed along quickly and clearly... everyone’s voice counts.”

Communication was also noted as a two-way street—not only giving orders but listening to input from all levels.

“You have to be a good follower to be a good leader.”

2. Decision-Making Under Pressure Requires Confidence and Calm

Crisis leadership demands the ability to act swiftly and confidently, even with incomplete information. Leaders described how their training, guidelines, and instincts shape their decisions during unpredictable events.

“You can’t hesitate in these situations, but you also need to be flexible.”
“Would you trust the person next to you with your life? That’s what our training ensures.”
“Do the right thing, at the right time, for the right reason.”

3. Servant Leadership and Mentorship Promote Long-Term Growth

Many leaders shared how they intentionally support the personal and professional development of their teams, embodying principles of servant leadership. They prioritize people over power, ensuring their staff feel seen, heard, and encouraged.

“Leadership isn’t just about what you do in the field—it’s about how you carry yourself every day.”
“You must lead by example, even when no one is watching.”
“I just really needed to trust my people.”
“I encourage my team to ask questions, get more training, and share what they learn.”

Mentorship also included letting others take the lead when possible to encourage confidence.

4. Ethical Conduct Builds Credibility and Public Trust

Ethical decision-making surfaced as a non-negotiable trait of respected leaders. Several leaders explained how they manage the tension between legal obligations and moral instincts, emphasizing transparency and accountability.

“Sometimes, you want to do what feels right, but it’s not what the law allows.”
“Every action reflects on the department, even something as small as buying alcohol for cooking while in uniform.”
“You have to set the standard by living it.”

5. Team Unity and Emotional Support Are Essential

Whether in law enforcement, EMS, or fire services, the most successful leaders work to cultivate trust, support emotional resilience, and foster a sense of unity.

“We not me.”
“A good leader builds relationships and knows when to praise and when to correct.”
“In this job, emotional intelligence is as important as tactical skills.”

Mental health and post-incident support also emerged as essential to a healthy work culture.

“We required anyone involved in a high-stress incident to talk to someone—that’s how we ended the stigma.”

Conclusion

These interviews reveal a shared belief that leadership in emergency services is rooted in humility, preparation, and service to others. Whether on the front lines of a wildfire or managing a pediatric trauma unit, these leaders balance the demands of their roles with compassion, clarity, and conviction. They demonstrate that effective emergency management depends not only on protocols and procedures but also on character, communication, and care for the team. As one leader said:

“Leadership is not about being in charge. It’s about guiding people toward success.”

References (APA Format):

Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), 19–31.

Chow, S. (2024). Houston hospitals conserving IV fluid because of nationwide shortage caused by Hurricane Helene. KHOU. https://www.khou.com/article/news/health/iv-shortage-hurricane-helene-baxter-international/285-5f4c02e0-a0c9-454a-a60f-82a533b52d34

Conlin, B. (2019, August 17). Popular management theories decoded: What do some of the original management theorists believe? Business.com. https://www.business.com/articles/popular-management-theories-decoded/

Featherstone, J. (2024, October 2). Home. Greatness Worx. https://www.greatnessworx.com/

Gallup Press. (2008). Strengths based leadership: Great leaders, teams, and why people follow. Gallup Press.

Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78–90.

Goleman, D. (2013). Emotional intelligence: Why it can matter more than IQ. Bantam Books.

Greenleaf, R. K. (1970). The servant as leader. Greenleaf Center for Servant Leadership. https://www.moore.army.mil/infantry/199th/OCS/content/pdf/The%20Servant%20as%20Leader.pdf

Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist Press.

Hersey, P., & Blanchard, K. H. (1982). Management of organizational behavior: Utilizing human resources. Prentice-Hall.

Institute of Medicine. (2015). Improving diagnosis in health care. National Academies Press.

Jacobus, D. (2020). Identifying toxic leadership in EMS organizations. Journal of Emergency Medical Services (JEMS). https://www.jems.com/ems-management/identifying-toxic-leadership-in-ems-organizations/

Kegan, R., & Lahey, L. L. (2016). An everyone culture: Becoming a deliberately developmental organization. Harvard Business Review Press.

Maxwell, J. C. (2015). The 5 levels of leadership [Video]. YouTube. https://www.youtube.com/watch?v=aPwXeg8ThWI

McCormack, J. (2023, May 1). Trust in the fire service. Fire Engineering. https://www.fireengineering.com/blogs/trust-in-the-fire-service/

Mintz, S. (2018, August 1). What are values? Ethics Sage. https://www.ethicssage.com/2018/08/what-are-values.html

Mitroff, I. I., & Anagnos, G. (2001). Managing crises before they happen: What every executive and manager needs to know about crisis management. AMACOM.

Northouse, P. G. (2019). Leadership: Theory and practice (8th ed.). Sage Publications.

Russell, E. J., & Broome, R. (2017). Bureaucracy within the emergency services. Springer.

Satterfield, D. R. (2019, January 11). Command presence, leadership in action. The Leader Maker. https://www.theleadermaker.com/command-presence/

Spears, L. C. (2010). Character and servant leadership: Ten characteristics of effective, caring leaders. The Journal of Virtues & Leadership, 1(1), 25–30.

Utah County Sheriff’s Office. (2025). RAD Kids. https://sheriff.utahcounty.gov/administration/radkids

Spillman. (2025). Spillman Flex Police Software. Telepath Corp. https://www.telepathcorp.com/motorola/flex/

ChatGPT was used to summarize the content of student interviews of leaders in the Emergency Services.

Keywords:

leadership, emergency services, communication, ethical decision-making, servant leadership

Hashtags:
#EmergencyLeadership, #ServantLeadership, #CrisisManagement, #TeamUnity, #EthicalLeadership

Sunday, September 29, 2024

Leadership in Emergency Services

Balancing Values, Ethics, and Team Dynamics

photo credit: forbes.com

by John Fisher

Leadership in emergency services involves more than just commanding a team in high-pressure situations. It requires a unique balance of personal values, ethical decision-making, and fostering a cohesive team dynamic. Effective leadership is not defined solely by rank or title, but by the ability to inspire, guide, and support a team through challenging and sometimes dangerous scenarios. This article explores common leadership themes that emerged from interviews conducted by students with emergency services professionals, including fire chiefs, captains, and battalion chiefs. By examining the personal values, ethical considerations, decision-making processes, and team dynamics of these leaders, this article highlights the essential attributes and strategies needed for successful leadership in emergency services.

Balancing Personal Values with Leadership Roles

The importance of personal values in leadership is a recurring theme across emergency services. One fire chief emphasized that his personal values, such as integrity, accountability, and service to the community, are at the core of every decision he makes. He explained that in emergency situations, these values help him maintain focus on the safety and well-being of his team while ensuring efficiency in operations. He shared that although his core values have remained consistent throughout his career, the way he applies them has evolved as he gained experience and faced diverse challenges. This adaptability is critical for leaders in emergency services, where circumstances often shift rapidly, and flexibility can mean the difference between success and failure.

Values-based leadership, which is grounded in shared beliefs and assumptions between the leader and the team, enhances productivity and unity within emergency services organizations (Falcone, 2023). Leaders who prioritize values like integrity and accountability not only set a strong ethical example but also cultivate a culture of trust and reliability. Another battalion chief discussed how his focus on personal integrity helps him build trust with his team, a necessary foundation when leading in high-stakes situations. By consistently aligning his actions with his values, he reinforces his credibility and strengthens his team’s confidence in his leadership.

Ethical Decision-Making in High-Pressure Scenarios

Ethical decision-making is a significant challenge for leaders in emergency services, particularly when time is limited, and stakes are high. One emergency room physician described how, in fast-paced medical settings, ethical considerations must be balanced with rapid decision-making. He explained that while time constraints can pressure him to act quickly, it is crucial to uphold ethical standards to ensure fair treatment of patients. This perspective aligns with research indicating that chronic stress can impair judgment and decision-making capabilities (Zhang et al., 2018). Maintaining a strong sense of integrity in high-stress scenarios is essential for making sound decisions that prioritize patient care and safety.

In a similar vein, a fire captain shared a story of making difficult staffing decisions during a period of budget cuts. Faced with the choice of reducing the number of firefighters on duty or cutting back on equipment upgrades, he chose to prioritize staffing. He recognized that having enough personnel was more critical for community safety during a particularly dry season, even though it meant delaying much-needed equipment purchases. This decision illustrates how ethical considerations often require leaders to weigh short-term sacrifices against long-term benefits, always keeping the safety of the team and the community in mind.

Building Strong Team Dynamics

Fostering strong team dynamics is a key component of effective leadership in emergency services. Several leaders emphasized the importance of building trust, camaraderie, and open communication within their teams. One battalion chief described his approach as "leading by example," where he actively participates in training exercises and day-to-day tasks to show his commitment to the team. He explained that this approach helps create a culture of mutual respect and collaboration, which is essential for maintaining morale in high-stress environments. His perspective aligns with the principles of relational leadership, which emphasizes the importance of trust and collaboration to achieve shared goals (Grimes, 2024).

Similarly, a fire captain shared that he encourages his team to "earn the recliner" by working hard and demonstrating their commitment to the department’s values. This phrase symbolizes acceptance and respect among team members and reflects the department’s emphasis on earning respect through actions rather than seniority alone. Building such a culture helps reinforce positive behaviors and strengthens the bond between team members, making them more cohesive and resilient in high-stress situations.

Managing Conflict and Team Tensions

Leadership in emergency services also involves navigating interpersonal dynamics and resolving conflicts within the team. One battalion chief explained that conflicts often arise from differences in experience levels or personality clashes. He emphasized the importance of addressing these issues directly and maintaining open lines of communication. "Problems arise when people are unwilling to speak up or challenge the status quo," he noted, suggesting that leaders should create an environment where team members feel comfortable voicing their concerns. His approach reflects the idea that effective leadership is not just about maintaining authority but about demonstrating humility and a willingness to adapt based on feedback.

Another fire chief shared a similar perspective, noting that the greatest challenge he faces as a leader is managing the interpersonal dynamics between team members. He highlighted the need for patience and understanding, particularly when dealing with personal issues that can affect job performance. By remaining empathetic and supportive, he strives to help his team members grow and overcome personal challenges, which in turn strengthens the overall team dynamic.

Leveraging Technology for Enhanced Safety and Efficiency

Technological advancements have significantly transformed emergency services in recent years, and leaders must be adept at integrating these tools into their operations. One fire chief described the impact of new technologies, such as drones and thermal imaging cameras, on firefighting strategies. He noted that these tools have not only improved the safety and efficiency of fireground operations but have also enhanced their ability to protect the community. Access to real-time data on weather patterns and building layouts, for example, allows for more informed decision-making and better resource allocation during emergencies.

However, technological advancements also present challenges. The same chief pointed out that implementing new technologies requires careful consideration of training and integration processes to ensure that the tools are used effectively. Leaders must balance the potential benefits of technology with the need to maintain proficiency in core skills and the ability to operate effectively without technological support when necessary.

Conclusion

Leadership in emergency services is complex and multifaceted, requiring a delicate balance of personal values, ethical decision-making, and team dynamics. Leaders must not only set a strong example through their integrity and commitment to the community but also navigate high-pressure scenarios while maintaining ethical standards. Building strong relationships and fostering a cohesive team culture are critical for ensuring that teams perform effectively under stress. Additionally, leaders must stay abreast of technological advancements and integrate them thoughtfully to enhance safety and efficiency. By prioritizing values-based leadership, ethical decision-making, and team cohesion, leaders in emergency services can create resilient, effective teams capable of navigating the most challenging situations.

References

Falcone, P. (2023, December 21). Values-based leadership in action. Welcome to SHRM. Retrieved from SHRM Website.

Grimes, J. (2024). Relational leadership: What it is and why it works. Eddy Software. Retrieved from EddySoftware Website.

Zhang, L., Kong, M., Li, Z., Zhao, X., & Gao, L. (2018). Chronic stress and moral decision-making: An exploration with the CNI model. Frontiers in Psychology, 9, 1702. https://doi.org/10.3389/fpsyg.2018.01702

This article was prepared with the assistance of chatGPT.