@article {bnh-8339, title = {Leading through crisis: the leadership experience of Major General Alan Stretton}, journal = {Australian Journal of Emergency Management}, volume = {37}, year = {2022}, month = {04/2022}, pages = {78-80}, abstract = {

Catastrophes present leaders with complex and significant challenges that they have not previously experienced nor have had time to deeply analyse. Leaders must collaborate and demonstrate agility. To develop such leadership skills, it is useful to reflect on the experiences of people who have faced catastrophe before. This paper examines the leadership of Major General Alan Stretton AO, CBE in the aftermath of Cyclone Tracy in 1974. Alan Stretton{\textquoteright}s personal accounts and archival interviews with other leaders were reviewed as source material. These showed that he demonstrated decisiveness and courage and {\textquoteleft}over-responded{\textquoteright} if necessary. He worked collaboratively with community leaders and acted in a confident, empathetic and reassuring manner. He led with agility and with a focus on an overarching plan. He prioritised communication with the community and negotiated political challenges. Lessons from this experience can help to guide leaders who may be called on to lead during times of future disaster events.

}, keywords = {catastrophe, collaboration, community, disaster, leaders}, doi = {http://www.doi.org/10.47389/37.2.74}, url = {https://knowledge.aidr.org.au/media/9299/ajem-19-2022-02.pdf}, author = {Andrew Gissing} } @article {bnh-8307, title = {Supporting new volunteers: a resource kit for emergency service volunteer leaders}, number = {720}, year = {2022}, month = {01/2022}, institution = {Bushfire and Natural Hazards CRC}, address = {Melbourne}, abstract = {

The 2019-20 Australian bushfires ({\textquoteleft}Black Summer{\textquoteright}) caused a spike in volunteer inquiries. The devastating impact the bushfires had on the environment, animal populations, and the homes and livelihood of many Australians prompted considerable interest in volunteering for emergency services. Absent large-scale disasters, attracting and retaining volunteers are major challenges for emergency volunteer brigades, groups, and units (BGUs). However, the aftermath of the 2019-20 bushfires left volunteer leaders and managers with little guidance as to how they can properly onboard, support, lead, and manage the sudden influx of new volunteers and ensure that they are prepared for future bushfire seasons. Furthermore, the COVID-19 pandemic that followed the bushfires shortly after left an increased appetite for online learning as face-to-face training was sometimes not possible.

Following the work of the Enabling Sustainable Emergency Volunteering project[1], as well as through research conducted with the Department of Fire and Emergency Services (DFES), the Supporting New Volunteers: A Resource Kit for Emergency Service Volunteer Leaders was proposed and created with the intention of providing both volunteers and staff members within emergency services organisations the guidance and tools to better support volunteer recruitment, onboarding, and leadership. These are research-based resources designed to complement and reinforce existing training and support available within emergency service organisations.

There are three modules available within the resource kit:

These modules contain resources that drew from real-life volunteer case studies and the available research evidence. The training information includes short (2-4 minute) training videos, volunteer interviews, {\textquoteleft}tip sheets{\textquoteright}, checklists, case studies, thinking exercises, reflection exercises, and editable templates.

It is hoped that these accessible and practical resources will empower and support volunteer leaders and emergency service staff members in their mission to attract, support, manage, and retain current and future volunteers in BGUs.

}, keywords = {emergency service, leaders, resource, training, volunteers}, issn = {720}, author = {Patrick Dunlop and Hawa Farid and Maryl{\`e}ne Gagn{\'e} and Darja Kragt} } @article {bnh-7500, title = {Professionalism: certification for emergency management leaders}, journal = {Australian Journal of Emergency Management}, volume = {35}, year = {2020}, month = {10/2020}, pages = {56-60}, abstract = {

Disastrous bushfires in the summer of 2019{\textendash}2020 in Australia were part of a series of climate-related emergency events previously unimagined. Australia, coming out of its worst-recorded drought, has been hit by long-running bushfires, floods, coastal erosion and the global COVID-19 pandemic. To combat concurrent and compounding events like these, emergency services personnel and police, including paid and volunteer-led teams, had to adapt their response and recovery activities. For the first time, these activities were supported by a large Australian Defence Force contingent. Many emergency management teams were also supplemented by international colleagues, thus forming integrated and multi-agency teams. In such response environments, team leaders applied learning and experience they had developed in operational settings to be effective in response and recovery efforts. The human capacities of leaders are different and are founded on recruiting, cultural background, training, education and experiential opportunities. Recognising each person{\textquoteright}s leadership capacity can be difficult and can reduce the efficiency of response and recovery. This paper examines current options and arrangements that exist through national and international certification systems. The purpose is to establish a simple and recognisable understanding of emergency managers{\textquoteright} skills. This paper draws from research that examines the human-capacity lessons from past events that develop future emergency managers.

}, keywords = {certification, Emergency management, leaders, professionalism}, url = {https://knowledge.aidr.org.au/resources/ajem-october-2020-professionalism-certification-for-emergency-management-leaders/}, author = {Russell Dippy} } @mastersthesis {bnh-8094, title = {Reducing turnover in volunteer organisations: A leadership intervention based on self-determination theory}, volume = {Doctor of Philosophy}, year = {2019}, month = {08/2019}, pages = {230}, school = {University of Wollongong}, address = {Wollongong}, abstract = {

Background:\ Increasingly high turnover rates in volunteer organisations have reached critical levels. Australian volunteer emergency service organisations are struggling to maintain adequate volunteer numbers to continue to deliver vital services to the community. The experience volunteers have with their leader is one of the strongest predictors of future volunteering. Despite industry, government and academics calling for increased focus on the training and development of volunteer leaders, there is currently limited theoretical and/or empirical guidance to support this endeavour. Little is known about what leadership approaches are effective or suitable with volunteers. Furthermore, it is unknown how volunteers{\textquoteright} experiences with their leader comes to influence their decision to stay with or leave the organisation. This thesis seeks to address these issues and formulates an evidence-based approach for improving leadership to help retain volunteer workers in Australian emergency service organisations.

Aim:\ The aim of this thesis is to examine the application of managerial autonomy support, an interpersonal style proposed by Self Determination Theory (SDT), as an approach to volunteer leadership, focusing on its potential to retain volunteers. In order to achieve this, the thesis addresses three objectives. First, the hypothesized conceptual model that delineates the relations between perceived managerial autonomy support, followers{\textquoteright} basic psychological need satisfaction, job satisfaction and turnover intention is tested in the volunteer organisations. The second objective is to determine whether, through an SDT-based leadership development intervention, leaders can change and/or develop their managerial orientation towards autonomy support. The final objective is to ascertain whether followers of these leaders perceive changes in their socio-contextual climate during the intervention period.

Method:\ A total sample of 363 participants was obtained for this study, comprising 167 leaders and 196 followers across four volunteer emergency service organisations in Australia. A quasi-experimental design tested the impact of an SDT-based leadership intervention on leaders (n=65) and their followers, compared to a control group of leaders (n=102) who received no training. Leaders{\textquoteright} self-reported managerial orientation was assessed at pre-test, post-test and one year after the intervention. Followers{\textquoteright} perceived managerial autonomy support from the leader, basic psychological needs satisfaction, job satisfaction and turnover intention were measured before and after their leader completed the intervention.

Results:\ A test of the hypothesised model via structural equation modelling indicate that emergency service workers{\textquoteright} perceptions of leaders{\textquoteright} managerial orientation influenced their job satisfaction and subsequent turnover intention through basic psychological needs satisfaction. Testing the impact of the SDT leadership development intervention, leaders in the experimental condition changed their interpersonal orientation towards autonomy support after completing the intervention and these reflected enduring changes that remained evident one year later. The intervention was most effective for leaders with relatively little prior experience leading volunteers, who showed greater propensity for developing their managerial orientation. Followers did not report any significant changes in the provision of autonomy support from their leader, basic psychological need satisfaction, job satisfaction or turnover intention over the nine weeks their leader was participating in the SDT-based leadership development intervention.

Contribution/Implications:\ This thesis provides one of the most in-depth empirical explorations to date, of the malleability of managerial autonomy support amongst organisational leaders. A contribution is made to the scholarly study of volunteer leadership more broadly, by offering a validated theoretical model of leadership and its influence on followers in the volunteer context. This research provides support for Self-Determination Theory in the volunteer organisations.

}, keywords = {Autonomy, autonomy support, basic psychological needs, competence, dyads, Emergency management, emergency services, field experiment, interpersonal skills, intervention, job satisfaction, leaders, leadership, leadership development, leadership intervention, leadership training, management, manager, managerial autonomy support, motivation, motivation theory, organisational development, organisations, relatedness, self-determination theory, structural equation modelling, supervisors, turnover intention, volunteer, volunteer leadership, volunteer retention, volunteer satisfaction, volunteer turnover, workplace}, url = {https://ro.uow.edu.au/theses1/692/}, author = {Vivien Forner} }