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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 …
Using Critical Reflection As An Applied Learning Technique Among Online Emergency Services Students, R. Jeffery Maxfield, John Fisher
Using Critical Reflection As An Applied Learning Technique Among Online Emergency Services Students, R. Jeffery Maxfield, John Fisher
Dr. John R. Fisher
Non-traditional students in an online introductory course in Homeland Security used the DEAL model of critical reflection to describe (a) what they learned, (b) how they learned it, (c)why it matters, and (d) what they will do with what they learned. Online discussion of readings proved to be the most effective learning technique used in the course because it incorporated reflective practices and allowed application of real-life experiences.