Unit 4: Leadership & Management :Unit 4: Leadership & Management


Unit Objectives :Unit Objectives By the end of this unit, you should be able to: Describe Chain of Command and formal communication relationships. Identify common leadership responsibilities. Describe span of control and modular development. Describe the use of position titles.


Chain of Command :Chain of Command


Unity of Command :Unity of Command Unity of Command. Chain of Command.


Unified Command :Unified Command Unified Command: Enables all responsible agencies and organizations to manage an incident together by establishing a common set of incident objectives and strategies. Allows Incident Commanders to make joint decisions by establishing a single command structure at one Incident Command Post (ICP). Maintains Unity of Command. Each employee only reports to one supervisor.


Advantages of Unified Command :Advantages of Unified Command Advantages of using Unified Command include: A single set of objectives. A collective approach on strategies. Improved information flow. Understanding of joint priorities and restrictions. No entity's legal authorities will be compromised or neglected. Agencies' efforts are optimized.


Joint Information Systems :Joint Information Systems Joint Information Systems provide a system for: Developing and delivering coordinated interagency messages. Developing and executing public information plans. Advising Incident Command on public affairs issues that could impact a response effort. Controlling rumors and inaccurate information that that could undermine public confidence in the emergency response effort.


Formal Communication :Formal Communication Formal communications follow the lines of authority. Formal communication must be used when: Receiving and giving work assignments. Requesting support or additional resources. Reporting progress of assigned tasks.


Informal Communication (1 of 2) :Informal Communication (1 of 2) Informal communication: Is used to exchange incident or event information only. Is NOT used for: Formal requests for additional resources. Tasking work assignments. Within the ICS organization, critical information must flow freely!


Informal Communication (2 of 2) :Informal Communication (2 of 2) Examples of informal communication


Case Study :Case Study Instructions: Read the case study and then identify the potential incident management issues. Establishing communications to support the staff working in a community special needs shelter is important. The hospital’s Emergency Operations Plan may never include details such as how staff assigned to an ICS structure outside the organization would communicate with one another and back to the hospital. During a severe flooding event, the county opened shelters for evacuees. Those with chronic medical conditions were cared for at two special needs shelters, and local hospitals were requested to staff them. Your hospital sent a ten-person Task Force composed of one medical administration clerk, five nurses, one pharmacy technician, one respiratory technician, and two physicians. They carried no radio equipment with them, only personal cell phones. Describe the strategy you would use to enable communications with the Task Force.


Incident Leadership :Incident Leadership As a leader during an incident, you must provide purpose, direction, and motivation for responders who are working to accomplish difficult tasks under dangerous, stressful circumstances.


Activity :Activity Instructions: Think about a highly effective incident leader. Write down a list of the leadership qualities that this individual possesses.


Common Leadership Responsibilities (1 of 2) :Common Leadership Responsibilities (1 of 2) An effective incident leader: ENSURES safe work practices. TAKES COMMAND of assigned resources. MOTIVATES with a "can do safely" attitude. DEMONSTRATES INITIATIVE by taking action.


Common Leadership Responsibilities (2 of 2) :Common Leadership Responsibilities (2 of 2) In addition, an effective incident leader: Communicates. Supervises. Evaluates. Understands and accepts.


Leadership & Duty :Leadership & Duty Leaders should know, understand, and practice the leadership responsibilities discussed in this unit. Duty is how you value your job.


Commitment to Duty :Commitment to Duty As a leader, you should try to: Take charge. Be prepared to step out of a tactical role to assume a leadership role. Be proficient in your job. Make sound and timely decisions. Ensure tasks are understood. Develop your subordinates for the future.


Activity :Activity Instructions: Review the story about Nurse Patty Smith and consider your commitment to duty. Patty Smith demonstrated devotion to duty during an incident that involved an angry patient who claimed to have a bomb and was holding several patients and staff hostage. Unseen at first by the patient, she notified the operator who called the authorities. She then began talking with the patient, trying to find out how she could help him. After five tense minutes, she convinced him to release the hostages and admit the “bomb” was his lunchbox. With the hostage negotiator from the local law enforcement agency, they were able to take the patient into custody without any further harm to himself or others. Write down a list of actions you can take to demonstrate your commitment to duty to those you lead.


Leadership & Respect :Leadership & Respect In order to maintain leadership and respect, you should: Know your subordinates. Keep your subordinates and supervisor informed. Build the team.


ICS Management: Span of Control :ICS Management: Span of Control


Activity :Activity Instructions: Think about typical incidents that you may need to manage. What factors are likely to influence span of control? Write down a list of the factors that influence span of control.


Summary :Summary You have completed the Leadership and Management unit. You should now be able to: Describe chain of command and formal communication relationships. Identify common leadership responsibilities. Describe span of control and modular development. Describe the use of position titles.