Date of Conferral

2022

Degree

Doctor of Public Administration (D.P.A)

School

Public Policy and Administration

Advisor

Gerald (Jerry) P. Regier

Abstract

This study site fire department is one of many metropolitan fire departments in the world and has lost many leading personnel to retirement. The position of focus in this study is chief officer, which encompasses the top three positions within the organization: the ranks of district fire chief, assistant fire chief, and the fire chief. The loss of this leading personnel has caused a decline in the strength of the leadership within the department, making it necessary to rebuild that leadership to secure the department’s future. The purpose of this qualitative study was to provide an understanding of the assumptions and perspectives of current chief officers as to what is expected of leaders in regards to experience; education; training; certifications; and knowledge, skills, and abilities (KSAs) to replace the leadership lost over the years. Twelve chief officers within the department were interviewed, and the resulting data were analyzed using a manual system of coding. Within this system of coding, the data were grouped, and any biases identified and discussed, while variables related to required education, training, and certifications within the fire service were used to make sense of the data. The collected data were utilized to create a leadership development plan outline that involved specific requirements to help develop skills in upcoming employees destined for leadership. Using this outline, the organization can create a plan that will help develop leadership KSAs for emerging leadership within the organization. The evidence within this study is the scholarly documented beliefs and concepts of fire service professional leaders within the organization which may result in positive social change.

Download

Share

 
COinS