LEADING WITH PURPOSE
Emergency Medical Services has multi-layered levels of LEADERS within its ranks. In New York State the highest level of “Leaders” starts with the New York Department of Health (NYSDOH), the primary unit responsible for overseeing EMS in New York State and the Bureau of EMS which is responsible for the daily operations and regulations. Next, there are regional offices which receive guidance from doctors, nurses and other healthcare professionals and councils which help to coordinate EMS services in their area.
In each region, we have many EMS Agencies – both paid and volunteer. Each agency has various leadership roles such as Board Members, Line Officers, Clerical staff, and First Responders, each with distinct experience and training levels. Responding crews usually ride with a designated Crew Chief who can direct the crew through patient care, handling, and transport. There are many hands and viewpoints in Emergency Medical Services, and an assortment of leadership styles as well.
Especially at the individual corps level, the “Leaders” need to be flexible in their techniques. Within each agency there are primarily four levels: Executive Management/Board, Middle Management/Line Officers, Front-line Supervisors, and EMS Responders/crews. Often the most experienced EMT/Paramedic on a crew will assume the role of Crew Chief to help provide guidance and a unified response to each emergency. Each level of agency leadership may find their most comfortable and efficient method of direction and support differs from methods used by others – and each may have to adapt his/her approach depending on the situation, especially with crews who have responded to traumatic scenes.
All Leaders in the organization must remain aware of the sentiment, activities, and overall health (mental and physical) of their members. They need to be able to adjust their roles to help foster the necessary teamwork, provide necessary assistance, keep the agency’s atmosphere healthy and productive, and help maintain a positive work environment and retention. Vital to an agency’s overall health, productivity and service to the public includes knowledge, training, compassion (for the public and other crew members), standards, and experience. High level leaders who are “elected” to positions without knowledge of what their staff/members are exposed to on calls and agency “politics” may lead to a lack of morale and retention. This does not mean that every leader must “come up through the ranks,” but they must be well versed in the agency values and problems.
Methods of leadership can and should vary depending on the current state of the overall corps, the community response, and the needs of both patients and the people who treat the patients. Leadership styles can be Authoritarian (takes charge, makes decisions and provides direction), Autocratic (has complete authority and does not invite other opinions), Transactional (sets expectations, rewards efficiency and allows some feedback), and Laissez-faire (provides limited guidance, encourages members to make decisions despite their own experience – or lack of), and Transformational (interacts with members in decision making, provides clear direction, and encourages professional growth. Each method has both pros and cons, and using these methods interchangeably might help create a healthy atmosphere where retention and self-worth is generated.
No information from the author.
