The relationship of mindfulness and self-compassion to desired wildland fire leadership

Abstract

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.

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.…”

“…Although Waldron and Ebbeck (2015b) and Waldron et al (2015) did not directly test any one of these theories against the CPLS, both made strong connections based on similarly worded items and interpretation to authentic leadership. Authentic leadership can be characterised as 'a pattern of leader behavior that draws on and promotes both positive psychological capacities and a positive ethical climate' (Walumbwa et al 2008, p. 94).…”

“…Men and women often attribute vulnerability to weakness, and research has found that men especially attribute vulnerability to predominant triggers of shame -appearing weak and not enough (Brown 2012). The cultural values of confidence, competence, reputation and credibility in wildland firefighting may pose an interesting challenge to authenticity, but previous research (Waldron and Ebbeck 2015b;Waldron et al 2015) indicates that aspects of authenticity are present in the predominantly male culture.…”

“…Because the culture has such a rich history, it has developed deep roots. The wildland firefighting service is a culture that champions competence, confidence, credibility and reputation (Desmond 2007;Lewis et al 2011), which is evident in early training (National Wildland Coordinating Group (NWCG) 2006) and is felt on the fireline (Desmond 2007;Lewis et al 2011;Waldron and Ebbeck 2015b). Although these are necessary qualities, they are not sufficient to prevent fatalities from occurring to elite-level firefighters (e.g.…”

Bridging the divide between fire safety research and fighting fire safely: how do we convey research innovation to contribute more effectively to wildland firefighter safety?

“…Researchers have studied breakdowns in communication that can lead to tragedy events (Gabor 2015), how escape times and safety zones can affect public and firefighter survival (Butler and Cohen 1998a;Ruby et al 2003;Fryer et al 2013), and how organisational structure, safety climate and leadership contribute to firefighter awareness and therefore survivability (Bigley and Roberts 2001;Ziegler and DeGrosky 2008;Black and McBride 2013;Waldron and Ebbeck 2015). Although this pool of research is available to fire managers and firefighters, too often it remains in static, written formats and incorporation into operational practice does not occur.…”