Government/Public Sector Managers/Executives/Administrators
To examine the relationship between leadership practices and
organizational commitment in the fire service.
The population consisted of all 82 officers and firefighters of a
fully-paid municipal fire department located in the southeastern United States, and can be viewed as a "representative fire department." For various reasons, the effective sample consisted of 73 respondents (90%). Respondents completed the Leadership Practices
Inventory (Observer), along with the Organizational Commitment Questionnaire (Porter
et al. 1974), and provided demographic information.
Each of the five leadership practices was significantly correlated
(positive) with organizational commitment. The strongest relationships were with
Enabling Others to Act. Significant differences were found between respondent’s
demographic characteristics of age (positive), education (positive), gender (negative),
rank (positive) and tenure (positive) with their self-reported organizational commitment
to the fire service. "Consequently," says the author, "fire department officers can
accomplish extraordinary achievements through ordinary people by using [these]
leadership practices" (p. 102)...The real and perceived leadership practices of fire officers
directly influence the organizational commitment of firefighters" (p. 115).