WPC O<_#,eTG|x"9[Te'Fc .#%5@+NvTRz;d CE;VE_afUP[[ܙ`=^˱ۂ@BȚِ1Sd~\GRoNGBX9c!s~f)-'j5}23~1_u5؝DouDz "8R %ኝ*xUc D/LJn _d 9lmf r淋0 .DB; uDž$1*0zx9 emZpq& Ĩs5?- X/ʵ=05 -}*RjvHesc&4νVjvoK,cFw,x@Ypo?Ot # UN % 0(w@!4aubHP LaserJet 5/5M - StandardHPPCL5G,,,,0 (hH  Z 6Times New Roman RegularX($ [ DUEDe9&3|x... /8 !    XX CO201PORTFOLIOASSIGNMENT #XΆX=#   1  JohnWilmot14AnnapearlCtApt2TorontoONM2N4H54167337790  ,`'$  7ΆXXdXXd7 Unit1  Inyourownwords,describeaneffectiveleader.   Theterm EffectiveLeaderimpliestworequirements.First,thepersonmustbealeader.Itis p notenoughtosimplypossessleadershipskillsorability.Tobeconsideredaleaderapersonmustactuallylead.Aleaderissomeonewhoinfluencesagrouptoattainagoal.However,notallpeoplewhocausegroupstoattaingoalsareleaders.Itispossibletoforceagrouptoattainagoalthroughthreats,punishmentorbyeliminatingotheroptions.Thatisnotleadership.Toleadmeanstobeinfront.Sotobealeaderapersonmusthavepeoplewhowillfollowher.Peopledonotfollownegativebehaviortheymoveawayfromit.Byusingthreatsorothernegativemeans,apersoncandrivepeoplebutshecannotleadthem.Toleadthemshemustattractthemtowardhergoal.Toattractpeopletohisgoalaleadermustmakeitsomethingofvaluetothem.Hemustappealtotheirneedsordesires.Theymustbelievethatbyfollowinghimtheywillachievesomethingthathasvalueforthemselves.Eachpersonmayhaveanindividualreasonforfollowingaleaderbuttheyallworktowardtheonegoalsetoutbytheleader.Tobeconsideredaleaderhemusthavefollowers.Ifsomeonestopsworkingtowardtheleadersgoalthatpersonceasestobeafollowerandifeveryonestopsworkingtowardthegoaltheleaderceasestobealeader.Thesecondrequirementofaneffectiveleaderistobeeffective.Aleaderseffectivenessisdeterminedbytwomeasurements.Onebeinghowwellthegoalisachieved.Aleadermayachievegoalsbutaneffectiveleaderachievesgoalsconsistentlyandefficiently.Thegroupisledtothegoalbythebestcoursepossibleandallmembersshareintheachievement.Theothermeasureofeffectivenessishowwellthefollowersneedsanddesiresaremet.Aneffectiveleader ,`'* ensuresthateachpersongivesandgetsintheprocess.Napoleonsaidthat Aleaderisadealerinhope.Foraleadertobeeffectiveshemustdeliveronherimpliedpromisetothefollowersbyfulfillingtheirhopesinreturnforachievinghergoal.Iftheleaderfailstogivebacktothefollowersthensheisnoteffectiveforthem.Toconsiderleadershiptobeeffectiveitmustachievetwogoals.Aneffectiveleaderachievesnotonlyhisgoalandalsoensureshisfollowersachievetheirgoals.Thatrequiresatwowayexchangeofinformation,desiresandtrust.Thefollowersmustknowtheleadersdesireandtheleadermustknowthefollowersdesires.Oncethisexchangebeginstherenumerousmethodsaneffectiveleadercanusetofulfilltheimpliedpromise.Themethodchosendependsuponthesituationbutitshouldbeasnaturalaspossible.ThemosteffectiveleadersaretheoneswhovalidateMaoTseTungsphilosophyof Whenthebestleadersworkisdone,thepeoplesaywediditourselves.Whenpeoplefeeltheydiditthemselves,theyalsofeeltheydiditforthemselves.Thatisthebestmeasureofhowwelltheirneedsordesireshavebeenmet.Buttruly,aneffectiveleadersworkisneverdonebecauseasagoalisachievedandpeoplesneedsanddesiresaremettheleadersetsanewgoalandinspiresnewdesires.Effectiveleadershipisalifelongprocess.0  *InthisdescriptionIhaveusedboththemaleandfemaleformsofthirdpersonsingularpronouns.IdothisbecauseIfindtheuseofhe/shetobeawkwardandunappealing.Somedayourlanguagewillcatchuptoourcultureanddevelopawordthatiseasytouseandisgenderneutral. (#(#  ,`'* Scoresfor:LocusofControl   8  TypeA `    96(B+) p SelfMonitoring   37 P  MBTI   `    Intuition/Thinking 0  MachiavellianScale   17 `   Whatimpactdoesyourresultshaveonbeinganeffectiveleader?    TheseresultsindicatethatIhaveahighinternallocusofcontrolandatypeB+personality.TheyalsoindicatethatIamnotmuchofaselfmonitornoraMachiavellian,andIamanintuitivethinker.AlthoughitappearsIwanttosethighstandardsformyselfandothers,Iamnotdriventoachievethosestandards.Idonottrytomanipulatepeoplebyadjustingmybehaviortosuittheneedsofanycertaincircumstance.PerhapsthatreducesmyeffectivenessasaleaderbutIhaveobservedthatwhenyouwantsomeonetocarryoutatask,andyoudonothaveaconvincingreasonforthemtodoit,youcanoftencountonthetrustyouhavebuiltwiththatperson.Thattrustisbuiltbyalwaysdealingwiththemhonestly.Iftheyhaveachancetoknowyou,theylearnwhattoexpectfromyouandcanactaccordingly.Iftheyneverknowwhattoexpecttheymustalwaysbeonguardaroundyou. Unit2  P(#&  Inthefireservicewhatmanagementrolesdoyouperform?  0*%( Iamanactingofficer.WhenIamincharge,IreportdirectlytothePlatoonChief.Isupervisea ,`'* crewoffourandatcallsIactastheIncidentCommanderuntilrelievedortheemergencyisover.Icompleteincidentreportsanddailyattendancesheets.IalsoteachmycrewandIhavetaughtrecruits. Evenifyoudonotholdaformalofficerposition,areyouperforminganyoftheserolesin P  aninformalway?  0  TrainingistheonlymanagerialroleIperformwhennotanofficer.InformallyItrytoprovideleadershipbutthemanagementrolesaredonebyofficers. Arethereanyskillsthatyouthinkyouneedtodeveloptoperformtheserolesmore   effectively?   Imustconstantlyimprovemycommunicationskillsbothverbalandwritten.IalsoneedtodevelopmyresourcemanagementabilitiessothatIcanbemoreefficientonthefiregroundandatthestation. Unit3  `  Whichofthe5stagesoflisteningdoyoufeelyouneedtoimproveupon?  @ Ineedtoimproveinbothunderstandingandevaluating. Whatstrategiesmightyouusetoimprovethisstage?  "  ForbothoftheseareasIneedtoavoidjudgingthemessagetoosoon.IneedtobesureIunderstandwhatthepersonissayingandwhytheyaresayingit(includingwhytheyaresayingitthatway). Unit4  ,`'*  Foreachassessment,identify2skillbehaviorsthatyoufeelyoudemonstratewell(provide  anexample)andwhichskillbehaviorsyoucouldimproveuponandhowyouwoulddothis.   IfeelIdemonstratebeingarolemodelandIdemonstraterespectforanemployeesindividuality.AsarolemodelIalwaysputtimeintopreparingthetrainingIconduct.ThatdemonstratesthehighstandardIsetformyselfanditshowsotherfirefightersIcareabouttheworkIaskthemtodo.InrespectinganemployeesindividualityItrytobuildapersonalrelationshipwitheachmemberofmycrew.Itrytogettoknowwhateachofthemvaluesandwhattheirlikesanddislikesare.IalsodemonstratethatIcanacceptothersasworthyindividualsevenifIdontlikeaspectsoftheirbehaviorandthatIamgenerallyoptimisticandlookforpossiblesolutionsratherthanroadblocks.Ihavegoneoutofmywaytobefriendlytowardfirefighterswhoseperformancehasbeenbelowthestandard.Bydoingthattheybecamemorewillingtoacceptmyhelp.Ilookforpossiblesolutionswhenmembersofmycrewencounteraconflictwithdepartmentpolicy.Thereisusuallyawaytosatisfypeoplesneedsifyoulookhardenough.Icouldimproveupontheskillofsuspendingjudgementandevaluation.Itendtorushtosolutionsbeforethepersonisfinishedlayingouttheirposition.IplantopracticetheactivelisteningskillsofclarifyingandconfirmingmoresothatmyfocuswillbetowardwhattheotherpersoniscommunicatingnotwhatIthinkaboutit. Unit5  P(#&  Provideanexampleforthebehaviorsthatyouperformregularly.Whichdoyouseldom 0*%( use?Why?  ,`'* Duringtraining,Iusecompetitionstohelptogenerateexcitementandtoreenforcethelesson.Ilookforwaystorewardpeopleinawaytheyvalue.Somefirefightersactuallylookatgettinganadditionaltaskasarewardforajobwelldone.Ifafirefighterdoesagoodjobonthenozzleonce,givingherthenozzleagaincanbeareward.Isay thankyouforroutinework.Cleaningisajobthatgoesunnoticeduntilitispoorlydone.Itrytomakeapointofthankingfirefighterswhocleanupthestation.Igivefeedbackaboutthespecificbehaviorthatispraiseworthy.WhentalkingtoafirefighterabouthisdrivingskillsIpointoutspecificallywhatskillsIadmire.Irewardallteammembersequallyforteamaccomplishments.Afterweperformwellatacall,Ipraisethewholecrewandoccasionallybuythemicecream. Unit7  P  Listsomewaysthatyoumightbeabletoobtainabetterunderstandingofanew 0 employee/peerfromadifferentethnicculture.Listacoupleofwaysyoucouldmakethetransitionforthisnewemployee/peerintoyourcreweasier.    SomewaysthatImightbeabletogainabetterunderstandingofanewemployee/peerfromadifferentethniccultureinclude:0  talkingopenlyandhonestlywiththepersontofindifthereareanydifferencesinourexpectations, (#(# 0  researchculturalbeliefsandpracticesofthepersonsgroup, (#(# 0  bewillingtoacceptadifferentpointofview,and,`'*(#(# 0  askthepersontorecognizethatImaybeinsensitivetotheirneedsuntilIgettoknowthem. (#(# AcoupleofwaysIcouldmakethetransitionforthispersonintomycreweasierare;0  remindthecrewthattherecoulddifficultiesandthatweshouldresolveconflictsratherthanletthemfester, (#(# 0  ensurethatthenewpersonknowshemaycomplainbutthatwewilltrytodealwiththeproblemsinhousefirst. (#(#  Unit8    Pages116119,listsomedifferentStrategiesforConflictandCreativeWaystoManage  Conflict,whichoftheseareyoumostcomfortableusing?Whichareyouleastcomfortableusing?Whatkindsofdifficultbehaviors(Aggressive,Passive,orPassiveAggressive)canyouidentifywith(mostlyhappens)inyourworkarea?Provideanexampleofthisbehavior?Indicatewhatyoudidatthetime,andwhatyouwoulddo(basedonyourreadings)ifthatsamesituationpresenteditselftoyoutoday.  "  Iammostcomfortableusingavoidanceandcompetitionstrategieswhendealingwithconflicts.Iamleastcomfortableinusingaccommodation.BecauseofthehierarchialstructureoftheFireService,Iusuallyseepassivebehavior.Ihaveexperiencedpassivebehaviorinmyfirehall.WhenIconfrontedafirefighterbysayinghedidntparticipateinthecrewsactivitieshedenieditandwentsilent(clampersonality). ,`'* Triedtogivehimexamplesofwhathehaddonebuthewouldntrespond.Abettermethodmightbetoaskhimopenendedquestionsandtrytofindouthowhefeltaboutthecrewactivities. Unit10 P   N/A 0     A a  ttachments     @  Ppages79,82,85,89,and90fromtheprecoursepackage.