蒂姆·沃尔什（Tim Walsh）
领导力和管理是否联系在一起？主管持有的权力如何影响这两个重要的消防特征？可以教，研究和掌握管理层，但是要成为消防服务的有效成员，您必须了解权力与您的风格的关系。管理比领导更正式和科学1。它依靠在大学一级教授的技能，例如预算，计划和组织。
领导涉及有远见，并能够激发人们之间的团队合作和合作2。People skills are learned over a much longer time frame. Some fire service managers have people skills and some do not. Who do you want to follow on the fireground-a dynamic, intelligent fireground officer or an officer with an MBA who can balance the budget? I believe many of today’s fire service leaders are more concerned with formal education than learning people skills and fireground tactics. The officers I have worked for that were outstanding had great people skills first and foremost. They spent time on busy companies mastering the basics. But they also understood how power played an integral role in their daily responsibilities both on and off the fireground.
权力是影响决策和控制资源的能力。权威是使人们做事或正式控制资源的正式权利3。Most officers in the fire service have authority, not power. The two are very different. There are six types of power–some exercised by leaders, some exercised by rank and file.
Legitimate power是领导者的真实权利，因为职位描述指出他可以4。As long as the request falls under the normal duties of this officer, subordinates usually accept these requests easily.
奖励能力is the ability of the supervisor to give certain rewards such as promotions, awards, and even raises5。
Coercive power是领导者对惩罚的控制6。This power is probably most abused in the fire service, and it causes resentment and even retaliation. An effective leader uses coercive power sparingly.
Expert power从下属所感知的，来自领导者与工作相关的知识7。
You may be the finest manager the fire service has ever known, but if you can’t lead personnel on the fireground effectively and safely, you are doomed to fail. It never ceases to amaze me how officer candidates who have completed college-level management courses believe they are now ready to lead. Yet they have spent little time on the fireground and have not mastered the basics of the profession. Expert power cannot be fudged in this profession–noncombatants have no place in the fire service. There are many ways to improve the perceptions of the people you work with. One way is riding along with companies under your command and actually performing tasks on the fireground below your rank; this goes a long way in controlling perceived notions on expert power. Any leader who tells you he has seen every possible combination of fire and building construction on the planet is an obvious liar. The best fire service leaders are not experts but willing to learn new things all the time.
威望权利is based on the desire of followers to identify with their leaders and to be accepted by them8。当人们识别特定领导者所需的特征时，这种现象就会发生。我知道酋长已经根据这种力量招募了整个排。
注意：以上列出的五种功率通常由领导者或经理展示。
从属力量向上施加向领导者表现出不满的迹象9。当工人认为在合法权威的界限之外作出命令时，他们叛逆。一些消防服务领导者似乎忘记了权力是周期性的，并且在组织内部上下流动。
All types of orders given within the fire service can fall into one of two categories. The first is the zone of indifference. Basically, this means that employees could care less about this type of order10。These types of orders are acceptable and easy to follow. The problem that arises with some fire service managers that do not have expert power or referent power is that orders fall within the zone of noncompliance11。如果员工认为他们的领导人不需要适当的特征就首先发布这些命令，他们就不会遵守这些命令。
Being a fire service leader takes a combination of management skills and leadership ability. The ability to wield power and have a basic understanding of each type of service that you deliver within your local jurisdiction is a basic requirement of any good officer. It is incumbent on anyone that wants to lead within the fire service to move up through the ranks mastering each given job to the best of your ability. You also must understand how the six types of power–legitimate, reward, coercive, expert, referent, and subordinate–can make or break you.
Endnotes
1-11。管理要点 , Andrew J. DuBrin (1994: Southwestern-Publishing Company).
蒂姆·沃尔什（Tim Walsh）一直是芝加哥（IL）消防局的消防员/护理人员，已有17年了。他曾在救护车和发动机公司任职，目前已分配到Squad Company 5。他还是伊利诺伊大学消防服务学院的野外工作人员教练。
