In this comprehensive Leadership Exercise Report, the paper examines a simulated crisis scenario as an adult care residential facility located in Queens, NY, a critical lifeline for residents struggling with mental illnesses and physical disabilities, is faced with a punishing coastal storm. It will be the responsibility of the executive overseeing this facility to scrutinize the leadership behaviours enacted during this exercise, identifying both praiseworthy actions and those that are ripe for refinement. As a guide, this After-Action Report (AAR) delves deeply into the leadership techniques employed during this terrible event. We can evaluate each option, think about their consequences, and go forward with confidence if we collect this data. We focus on making our facilities more ready and resilient to these complex difficulties. This comprehensive analysis was performed so that we could show exceptional leadership and identify potential areas for improvement. We intend to emerge from this reflective process more capable and powerful than when we started. We shall remain together as a team and never waver in our resolve to protect our brave residents and staff from harm.
Background
This senior living community in Queens, New York, has a wide range of services designed to cater to each resident’s needs. The building is spacious and tastefully furnished, and it houses many services vital to the safety and comfort of the institution’s clients. Different sections of the building can accommodate various degrees of mobility and independence, and there are communal spaces where individuals may relax and enjoy themselves, as well as healthcare services tailored to the unique requirements of persons with mental and physical impairments. Additionally, the facility has backup power generators to ensure that activities can continue in the case of an emergency.
People with both mental and physical disabilities make up a large portion of the organization’s clients. To foster autonomy and health, the hospital provides a supportive environment for patients with a variety of medical conditions, including mental illnesses like schizophrenia and bipolar disorder and physical impairments like paralysis or limited mobility. Recognizing that each resident faces unique challenges, the hospital promotes a holistic treatment and rehabilitation approach incorporating medical, psychological, and social support services.
The facility provides staff training and basic evacuation strategies as an example of catastrophe preparedness. Nevertheless, a comprehensive plan considering the population’s unique needs is conspicuously lacking. The organization is unprepared to deal with big crises like natural disasters because of its abnormalities and poor assessment of past emergency drills. As we embark on this path of self-reflection and development, we must identify these areas for improvement and establish robust disaster preparedness protocols as our priority. Keeping our people and staff safe during these challenging times is paramount.
Academic and Anecdotal Resource Materials
Developing effective strategies in public safety leadership and catastrophe preparedness relies heavily on academic materials. In their study on the water evacuation of Manhattan following the 9/11 attacks, Malešič (2020) proved the significance of adaptive leadership and interagency cooperation in crisis management. The Federal Emergency Management Agency’s (FEMA) ICS and NIMS are two standardized frameworks for disaster response planning and guidance; using them is highly recommended (FEMA, 2019). Using the information from these academic sources, organizations may enhance their crisis management and preparedness, resulting in a more coordinated and effective reaction to disasters.
Information gathered from research, case studies, and anecdotal evidence can help in catastrophe preparedness and response. The need for proactive leadership and equitable allocation of resources was brought to light by Hurricane Katrina, which exposed significant deficiencies in disaster planning and administration (Wilder, 2021). By reviewing their disaster management plans from earlier years, companies may learn a lot about what did and did not work. Leaders may develop comprehensive crisis plans by combining theoretical knowledge with practical experience (Wilder, 2021). Leaders in public safety and those developing catastrophe preparation strategies should draw from academic and practical expertise. Businesses may utilize ICS and NIMS, two well-established frameworks, and the knowledge gained from previous case studies to enhance their crisis preparedness. In order to effectively deal with the many issues that develop during disasters and emergencies, leaders should use this training package to promote teamwork, adaptability, and resilience.
Deconstruction of Current Homeland Security or Public Safety Leadership
When analyzing the methods used in the exercise, it is essential to consider the pros and cons of each leadership style. It is possible to evaluate the methods used by the facility’s management team by applying the model provided by Northouse (2020) and distinguishing between transformational, transactional, and servant leadership. Leaders may have promoted participation even when the coastal storm destroyed the practice. Transformational leadership is characterized by a profound impact on the minds of those who follow it. Northouse (2020) argues that the situation would have been far worse if leaders had exhibited transactional leadership, which is defined by a concentration on incentives and conditions. According to FEMA (2019), the National Incident Management System (NIMS) stresses the importance of a well-defined chain of command to avoid chaos and setbacks during disaster operations.
Consider decision-making and communication processes if you wish to assess the pros and cons of the leadership initiative. Cohesive teams and rapid responses to crises are facilitated by effective communication, according to Aguinis et al. (2021). Leaders may have reduced anxiety and increased resilience by clearly articulating risk assessments, plans, and resource allocations. Communication channel failures can be exacerbated by hierarchical structures and power imbalances, making cooperation and the free flow of information more difficult (Oh & Lee, 2020). Additionally, the exercise likely revealed issues with leaders’ decision-making processes due to their inability to reconcile the need for rapid action with a comprehensive evaluation of risks. In-depth analyses of these leadership response attributes can better guide efforts to increase preparedness and decrease susceptibility to potential catastrophes. Bow (2021) is the source for this data. By 2020, FEMA
Identification of Acceptable and Effective Professional Homeland Security or Public Safety Leadership Principles
The exercise demonstrated some of the most significant attributes of vital public safety or national security leadership. Every one of these recommendations is critical for handling the situation well. One of the primary arguments put forward was the need for proactive communication. Officials promptly and transparently informed the public and staff about the impending storm, the evacuation procedure, and the safety measures (Koeslag-Kreunen et al., 2021). A unified response to the crisis could only be achieved by taking proactive measures to decrease uncertainty and increase confidence and trust among all parties involved. Furthermore, leaders who can quickly shift strategies are the real deal; adaptable leadership is trending. Due to the facility’s leadership’s agility in responding to changing needs, risks might be reduced, and vulnerable persons may be better protected.
Collaboration and decisiveness were further emphasized throughout the activity. The leadership promoted collaboration by consulting with specialists in several domains and based strategic choices on their recommendations (Koeslag-Kreunen et al., 2021). To allocate resources effectively and establish comprehensive reaction plans, executives relied on the expertise of workers and other stakeholders. Leaders also practice servant leadership when prioritizing their community’s and employees’ needs (Nemeth, 2021). Leaders who put the needs of their followers first fostered an atmosphere where people were eager to pitch in and support one another.
The site’s comprehensive crisis management strategy demonstrated how different leadership styles dealt with the situation. Leaders who were alert to their environments, communicatively proactive, and flexible in their approach to leadership were better able to mobilize resources, solve issues, and adjust to new situations—collaborative decision-making allowed efficient resource allocation and rapid problem-solving, leading to a well-coordinated response. The staff was able to prioritize the needs of the residents and collaborate effectively to accomplish shared objectives due to the intense feeling of community and unwavering resolve fostered by servant leadership. It was decided that these informed principles from public safety and homeland security leadership had to be employed to solve the difficulties posed by the emergency scenario and protect the safety of the folks in the facility’s care.
Collation of data from personal leadership self-assessment assignments and Personal Leadership History Report
The leadership history reports and self-assessment revealed apparent commonalities among influential leaders. The self-evaluation revealed strong decision-making, flexibility, and communication abilities. Their ability to remain composed in the face of intense enemy fire, motivate the soldiers, and clearly state their objective earned them top scores from the judges. The participants’ openness to criticism, curiosity, and experimentation, all indicators of a commitment to ongoing learning and development, were boosted by reflective thinking. After comparing the leadership performances in the exercise, we noticed several interesting parallels and contrasts. Leaders demonstrated adaptability and effective communication by being open, honest, and adaptable with their actions and directives, which was supported by exercise observations, which corroborated the results of the self-evaluation data. During the activity, Leaders also showed the decision-making abilities outlined in their self-evaluations. They ensured the safety of the people and workers by overcoming challenges, making educated judgments, and examining all possibilities.
However, there were also discrepancies in how well someone did and how accurately they rated their performance. Despite doing well on my self-evaluation, my exercise observations showed that I needed to improve my abilities in delegating, strategic planning, and dispute resolution. The self-evaluation processes may have obscured leadership blind spots or a lack of self-awareness, but the exercise scenarios may have brought them to light. Participants could better understand their leadership potential by correlating their self-evaluation results with their observations. They gained insight into their capabilities and where they may use improvement. Better plans to strengthen leadership and resilience to future calamities were made possible by the data collected.
VII. Comparison and Contrast
While self-evaluation can help track your development, your leadership standards can vary from those of your colleagues. The difference becomes apparent when our assessments of the norms and expectations of effective leadership differ; it is essential to remember that self-evaluation is often based on subjective judgments and self-reported facts, which are not necessarily representative of a leader’s performance. Results from subjective assessments and actual observations sometimes match up since people prefer to exaggerate their positive qualities and downplay their negative ones. Even when team members frequently miscommunicate or fail to grasp one another, leaders may hold themselves to high standards for their communication abilities, says Northouse (2020).
In addition, while self-evaluation data may give a unique perspective on leadership skills, it cannot hold a candle to the wealth of information and real-world examples provided by proven leadership principles and best practices. To prevent evil plans and behaviours, the best leaders use a combination of common sense, practical data, and theoretical frameworks. Data collected from self-evaluations may not represent the industry standard or broader trends due to the inherent biases and prejudices in the data. Therefore, according to Wilder (2021). it is essential to situate self-evaluation within the broader leadership theory and practice framework to yield valuable results.
Some parallels and differences emerge when one compares self-evaluation outcomes with well-established leadership concepts. Characteristics such as servant leadership, adaptability in decision-making, and effective communication can help you evaluate a leader’s effectiveness. A person’s self-asserted virtues may lend credence to their claims in specific contexts (Koeslag-Kreunen et al., 2021). Examples of leaders who value adaptability include those who are quick to reconsider their strategy in light of fresh data. However, differences may emerge if self-report data goes against conventional wisdom, drawing attention to places that require more study and development.
Lastly, comparing self-evaluation findings with acknowledged leadership principles and best practices is a great way to get insight into one’s strengths and workplace improvement areas. To better comprehend their capabilities, growth areas, and potential, leaders should compare and contrast their personal views with objective standards and theoretical models (Malešič, 2020). Leaders may improve their leadership style to conform to accepted principles and best practices by reflecting on their performance, analyzing it, and then making adjustments. Because of this, they can perform better and make a bigger splash in fast-paced, uncertain environments (Malešič, 2020). Yukl found that people performed better in leadership roles and positively influenced their companies when they used data from self-evaluations in conjunction with more general leadership concepts.
Future Personal Leadership Development
Moving forward, there are several essential strategies to enhance one’s capacity for leadership and personal development. Putting money into opportunities to advance in your profession and get a degree should be your top priority. Suppose you want to be a better business leader, crisis manager, or conflict resolver. In that case, you might have to take a certification course, attend many intensive seminars, or attend many lengthy workshops (Wilder, 2021). Keeping up with the latest leadership trends, best practices, and innovative ideas may help leaders perform better in dynamic environments.
Second, having a solid network of people you can lean on in times of need is essential, and a mentor may provide invaluable tips and guidance for developing your leadership skills. It is possible to overcome challenges, hone leadership abilities, and reach one’s full potential by surrounding oneself with competent mentors or coaches, regardless of whether they are employed by the firm or not ((Nemeth, 2021). Involvement, cooperation, and knowledge sharing may flourish in peer-to-peer learning settings like leadership circles and professional networking groups.
Again, one way to hasten one’s development and leadership potential is to use challenging projects and authentic learning opportunities. Assuming greater responsibility, leading interdisciplinary teams, or launching daring projects are all great ways to hone your leadership skills and fortitude ((Nemeth, 2021). Chief executive officers (CEOs) may improve their leadership skills, identify latent potential, and make a big difference in their companies by stepping outside their comfort zones and taking calculated risks.
The capacity to provide an environment that encourages self-reflection, analytical thinking, and humility is crucial to a leader’s development. By regularly assessing your performance, soliciting feedback from relevant parties, and reflecting on past actions, you may identify areas for improvement and learn from your mistakes (Nemeth, 2021). By embracing a growth mindset and committing to continuous self-improvement, leaders can strengthen their resilience, agility, and ability to thrive in challenging leadership situations. This improves their chances of realizing their maximum potential and that of their businesses. Leadership development strategies that unite people can produce leaders who can navigate change with conviction, purpose, and vision.
Conclusion
In conclusion, the Leadership Exercise and After-Action Report (AAR) shed light on the leadership’s involvement in disaster preparation and response at a senior care facility in Queens, New York. Thorough research and analysis have shown that good cooperation, proactive communication, and adaptive decision-making are essential for effective crisis management. One of the many important things we learned from the exercise was how important it is to have thorough disaster plans that consider the specific needs of vulnerable populations, such as those with disabilities. Two other significant insights from the effort are the need to provide staff with ongoing training and development opportunities. The need to foster a flexible these findings will help our leadership prepare for and respond to future disasters more effectively, benefiting our patients through increased preparedness and stronger team connections. Complex problems are no match for the competence, empathy, and certainty that come from our relentless pursuit of perfection and constant improvement. In dangerous situations, this aids in protecting our staff and residents.
References
Malešič, M. (2020). Disaster response from a comparative perspective. International Journal of Disaster Risk Reduction, p. 48, 101621.
Northouse, P. G. (2020). Leadership: Theory and practice. Sage publications.
Federal Emergency Management Agency (FEMA). (2019). National Incident Management System. Retrieved from https://www.fema.gov/national-incident-management-system
Koeslag-Kreunen, M., Van den Bossche, P., Van der Klink, M. R., & Gijselaers, W. H. (2021). Vertical or shared? When leadership supports team learning for educational change. Higher Education, 82, 19-37.
Aguinis, H., Jensen, S. H., & Kraus, S. (2022). Policy implications of organizational behaviour and human resource management research. Academy of Management Perspectives, 36(3), 857–878.
Oh, N., & Lee, J. (2020). Changing landscape of emergency management research: A systematic review with bibliometric analysis. International Journal of Disaster Risk Reduction, 49, 101658.
Wilder, D. L. (2021). Homeland security and emergency preparedness. Homeland security and emergency preparedness – L. Douglas Wilder School of Government and Public Affairs. https://wilder.vcu.edu/programs/homeland-security-and-emergency-preparedness/
Nemeth, C. P. (2021). Homeland security: An introduction to principles and practice. CRC Press.
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