Measuring wildland fire leadership: the crewmember perceived leadership scale

Abstract

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.

Understanding the leadership perspective in wildland firefighting: gaps and opportunities for growth

“…Similarly, relationships and processes are largely what produce change and action in a leader's followers. Waldron and Ebbeck (2015b) and Waldron et al (2015) observed key similarities between essential and desired leadership qualities in wildland fire and modern leadership theories such as authentic leadership (Luthans and Avolio 2003), transformational leadership (Bass 1985;Bennis and Nanus 1985) and servant leadership (van Dierendonck 2011). These theories focus on both the development and qualities of a leader and a leader's followers as well as the relational process.…”

“…Original expansion on leadership development in wildland fire was adopted from the US military's values of duty, respect and integrity (Waldron et al 2015), and was inclusive of training courses known as the 'L-curriculum' and the document Leading in the Wildland Fire Service (NWCG 2007). Research within the wildland firefighting community by Lewis (2008), Ebbeck (2015a, 2015b), Lewis and Ebbeck (2014) and Waldron et al (2015) has most recently expanded the concept of successful leadership in wildland fire. Although this growing body of research maintains the importance of competence, confidence, credibility and reputation combined with the values of duty, respect and integrity, it strongly emphasises the social and relational aspects of leadership -elements not adequately captured previously.…”

“…Leadership field experiments in other arenas have shown significant increases in productivity when managers were taught relational and social leadership skills rather than focusing only on task-oriented skills (Porras and Anderson 1981;Wikoff Anderson and Crowell 1983). As such, it is not surprising that the social and relational aspects of leaders were rated highly by wildland fire personnel (Lewis 2008;Lewis and Ebbeck 2014;Waldron et al 2015). Waldron et al (2015) found three unique, overarching leadership concepts important in wildland firefighting: competent decision-making, personal genuineness and integrity.…”

“…As such, it is not surprising that the social and relational aspects of leaders were rated highly by wildland fire personnel (Lewis 2008;Lewis and Ebbeck 2014;Waldron et al 2015). Waldron et al (2015) found three unique, overarching leadership concepts important in wildland firefighting: competent decision-making, personal genuineness and integrity. In an effort to understand and offer a way for wildland fire leaders to gain feedback on their leadership skills, these three concepts were captured in the Crewmember Perceived Leadership Scale (CPLS) -an assessment tool for crewmembers to rate how often their supervisor enacted fire leadership qualities and behaviours that led to an effective and safe crew (Waldron et al 2015).…”

“…Waldron et al (2015) found three unique, overarching leadership concepts important in wildland firefighting: competent decision-making, personal genuineness and integrity. In an effort to understand and offer a way for wildland fire leaders to gain feedback on their leadership skills, these three concepts were captured in the Crewmember Perceived Leadership Scale (CPLS) -an assessment tool for crewmembers to rate how often their supervisor enacted fire leadership qualities and behaviours that led to an effective and safe crew (Waldron et al 2015). The CPLS was developed through several processes that took exact language from feedback given by wildland firefighters.…”