A quantitative approach was adopted to explore facets of mindfulness and self-compassion in relation to their ability to predict crewmembers’ perceptions of their supervisors’ leadership capabilities. The sample comprised 43 wildland fire crews consisting of their primary supervisors (n = 43) and crewmembers (n = 246). A partial least-squares path modelling approach was employed to test hypotheses regarding the relationships among mindfulness, self-compassion and leadership. Findings revealed that supervisor scores on mindfulness were significant predictors of crewmember-rated scores of supervisor leadership. Although not as strong, aspects of self-compassion were also significant predictors of perceived supervisor leadership. Unlike mindfulness, the aspects of self-compassion that predicted supervisor leadership were more varied between desirable self-compassion scores and undesirable self-compassion scores. Overall, the results indicate that mindfulness and self-compassion were predictors of desired wildland fire leadership by crewmembers; these results suggest potential functions that mindfulness and self-compassion could serve in the development of leaders in wildland firefighting.

The aims of this research were to develop and test a scale used to measure leadership in wildland firefighting using two samples of USA wildland firefighters. The first collection of data occurred in the spring and early summer and consisted of an online survey. The second set of data was collected towards late summer and early fall (autumn). The second set of data was collected via hard-copy surveys that were mailed in by respondents who were recruited via email and in person at large wildland fires. Through confirmatory factor analyses, a three-factor, higher-order, multidimensional structure of leadership in wildland fire was supported. The Crewmember Perceived Leadership Scale consists of perceptions of competent decision-making, personal genuineness and integrity of supervisors as seen by their subordinates. Initial evidence of reliability and validity was supported during the first study of this research. Results from Study 1 indicate that higher rankings of fire leaders by their crewmembers was related to higher worker engagement and job satisfaction. The second study included an additional five items to rate fire leaders; the structure of the three leadership components was again supported. Implications for leadership development in wildland fire, future research and practice are discussed.

Challenge course programs influence a variety of psychological, social, and educational outcomes. Yet, many challenges exist when measuring challenge course outcomes like logistical constraints and a lack of specific assessment tools. This study piloted and tested an assessment tool designed for facilitators to measure participant outcomes in challenge course programs. Data collection occurred in three separate but related studies with participants in two different challenge course environments from two regions of the United States. Through confirmatory factor analysis, a two-factor structure in challenge course participation was supported. The Challenge Course Experience Questionnaire (CCEQ) consists of challenge course participants’ (a) individual experience and (b) feelings of group support. During the first study, the structure was created and initial evidence of reliability was indicated. The second study examined the structure and reliability with a similar population. The third study confirmed the structure and reliability using a different population and challenge course program. The CCEQ is a preliminary step toward helping challenge course professionals improve their programming through statistical evaluation of desired outcomes.

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This aim of this study was to develop and assess the viability of a leadership scale that measures leadership from the perspective of the leader. A criterion sample was used of firefighters across USA federal land management agencies who are qualified crew bosses. The Supervisor Perceived Leadership Scale (SPLS) consists of perceptions of items that have measured the most essential leadership skills – competent decision making, integrity and personal genuineness from the perspective of the subordinate in the previously developed Crewmember Perceived Leadership Scale (CPLS). Through confirmatory factor analysis, an 18-item, 2-factor structure was supported. However, the items that did not load were highly related and loaded well on the CPLS. The SPLS had a low to moderate relationship with authentic leadership and global competence. The gap between the SPLS and CPLS provides insight about the potential differences between the average fire leader and the exceptional fire leader. These results and implications for future research are discussed.