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Selected Works

R. Jeffery Maxfield

Selected Works

Leadership

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Emergency Leadership: The Lived Experience, R. Jeffery Maxfield, Eric Russell Dec 2016

Emergency Leadership: The Lived Experience, R. Jeffery Maxfield, Eric Russell

R. Jeffery Maxfield

  This qualitative phenomenological study set forth to discover lived experience associated with becoming a leader. The researchers recruited four executive level leaders from multiple emergency and public service organizations to participate in the study.  The study emerged from a thorough review of the literature and advances the knowledge of academic leadership theory.  The study’s participants willingly took part in audio-recorded interviews using a script developed by the researchers.  To discover how different leaders interpreted their lived experience of becoming a leader, the researchers employed a phenomenological design, allowing for a rich understanding of the participants’ experience. The coding and …

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The Leadership Leap: A Leadership Model, R. Jeffery Maxfield, Gary B. Noll, Rodger Broome Dec 2015

The Leadership Leap: A Leadership Model, R. Jeffery Maxfield, Gary B. Noll, Rodger Broome

R. Jeffery Maxfield

This paper examines the ontological perspective of leadership and leadership education. Leadership, as proposed by Maxfield, Broomé, & Fisher (2015) in the LEAP leadership model is explored in the concepts of legitimacy, ethical and value-based behaviors, affect (emotional intelligence) and persistence. The need for changing leadership curricula and pedagogical paradigms are also explored.

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Emergency Service Leader Perceptions Of Legitimacy, R. Jeffery Maxfield, John R. Fisher Apr 2013

Emergency Service Leader Perceptions Of Legitimacy, R. Jeffery Maxfield, John R. Fisher

R. Jeffery Maxfield

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 …

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