Open Access. Powered by Scholars. Published by Universities.®
Social and Behavioral Sciences Commons™
Open Access. Powered by Scholars. Published by Universities.®
Articles 1 - 6 of 6
Full-Text Articles in Social and Behavioral Sciences
Discovering The Servant In Fire And Emergency Services Leaders: A Grounded Theory, Eric J. Russell Edd, Rodger E. Broome Phd, Rhiannon Prince Bs, Nrp
Discovering The Servant In Fire And Emergency Services Leaders: A Grounded Theory, Eric J. Russell Edd, Rodger E. Broome Phd, Rhiannon Prince Bs, Nrp
Rodger E. Broome
This qualitative grounded theory designed study identified perceptions of leaders and leadership from the perspective of mid-level fire and emergency services officers. The findings from this study discovered a possible pathway for instilling the philosophy of servant leadership into the fire and emergency services. The study took place at a large metropolitan fire and emergency services agency in the Western United States. The 15 participants in the study were affiliated, uniformed and sworn, mid-level fire and emergency services officers. The literature used to form this study, identified negative issues associated with current leadership practices within the fire and emergency services …
Religious Leaders Who Have Advocated And Engaged In Violence, Jeffrey Ian Ross Ph.D.
Religious Leaders Who Have Advocated And Engaged In Violence, Jeffrey Ian Ross Ph.D.
Jeffrey Ian Ross Ph.D.
No abstract provided.
Emergency Service Leader Perceptions Of Legitimacy, John R. Fisher, R. Jeffery Maxfield
Emergency Service Leader Perceptions Of Legitimacy, John R. Fisher, R. Jeffery Maxfield
Dr. John R. Fisher
This study adds to the qualitative data showing how leaders in the emergency services perceive legitimacy and the bases of power. The study examines leader perception of the reasons their subordinates view their leadership as legitimate. Two definitions of legitimacy are presented: the traditional viewpoint of French and Raven (1959) associating legitimate power “with having status or formal job authority” and the other proposed by Maxfield (2012) in the LEAP leadership model basing legitimacy more on the characteristics leaders bring to their positions. Emergency service students interviewed leaders in their career fields, determining their view of legitimacy. They found that …
Vincentian Leadership—Advocating For Justice, Craig B. Mousin
Vincentian Leadership—Advocating For Justice, Craig B. Mousin
Craig B. Mousin
DePaul University employs thousands of people. As Craig Mousin writes, “To do justice to those we seek to serve necessitates that we do justice to those who engage in our work.” He explores “the centrality of work to life and mission” (including the personal and individual missions employees have for themselves) and what justice in the workplace means. He “examine[s] historical concepts of justice to understand what an advocate of justice works toward in a Vincentian institution.” Mousin also discusses how Vincentian leadership principles and “understandings of justice” should be applied in employment situations, especially when the law might advise …
The Challenge To Foundations And Leadership: Critical Discourse, Hegemony, And The Power Of Traditions, Deron R. Boyles, Douglas Davis
The Challenge To Foundations And Leadership: Critical Discourse, Hegemony, And The Power Of Traditions, Deron R. Boyles, Douglas Davis
Deron R. Boyles
This paper is a representational conversation between the authors-a social foundations professor and a leadership professor-regarding a leadership program in which both faculty members teach.
Deep Dive Into Understanding The Theory Of Military Organization, Military Leadership, Skill Transfer, Aspects Of Program Management, And Decision Support Systems, Maurice Dawson, Darrell N. Burrell, Emad Rahim
Deep Dive Into Understanding The Theory Of Military Organization, Military Leadership, Skill Transfer, Aspects Of Program Management, And Decision Support Systems, Maurice Dawson, Darrell N. Burrell, Emad Rahim
Maurice Dawson
The focus of this paper is to understand the theory of military organizations and leadership, skill transfer, aspects of program management, and decision support systems. This will further aid in revealing how the decision-making theories are applied to organizations within the Department of Defense (DoD) to include the changing environment within the leadership style. Through the research, major points found in articles highlight decision making, learning leadership execution through educational means, and leadership in the military to include large corporate organizations.