Elevating the Standard: Strategies for Enhancing Professionalism in Emergency Management

Robert Gerlach June 5, 2023

Emergency management is a critical field that plays a vital role in mitigating and responding to disasters, crises, and other emergencies. In this context, professionalism stands as a fundamental attribute that shapes the effectiveness and success of emergency response efforts. This article delves into the key aspects of professionalism in the field of emergency management and examines its profound impact on ensuring efficient and coordinated response operations.

Professionalism in the context of emergency management encompasses a set of competencies, behaviors, and values that enable individuals and organizations to fulfill their roles and responsibilities with utmost proficiency, integrity, and ethical conduct. It goes beyond the technical skills and knowledge required for the job, encompassing qualities such as effective communication, leadership, adaptability, ethical decision-making, and collaboration.

The significance of professionalism in emergency management cannot be overstated. When faced with rapidly evolving and high-stress situations, the presence of professionalism among emergency management professionals ensures a level of preparedness, expertise, and dedication that are indispensable for successful response efforts. Professionalism enhances the efficiency of operations, fosters effective communication, and inspires public trust and confidence in the emergency management system.

The primary objective of this article is to delve into the essential aspects of professionalism in the field of emergency management and shed light on their profound impact. By examining the core competencies and skills required, the ethical considerations at play, the commitment to continuous learning, and the significance of effective communication and collaboration, this article aims to provide a comprehensive understanding of professionalism in emergency management. Furthermore, it explores how professionalism serves as a foundation for effective emergency response, maintains public trust, ensures adherence to established standards, and promotes efficient decision-making and resource management.

In conclusion, this article seeks to highlight the significance of professionalism in the field of emergency management. By exploring its key aspects and impact, it emphasizes the need for emergency management professionals and organizations to prioritize and uphold professionalism to enhance their effectiveness in safeguarding lives, protecting communities, and mitigating the impact of emergencies and disasters.

Understanding Professionalism in Emergency Management

In the field of emergency management, a range of core competencies and skills are essential for professionals to effectively carry out their responsibilities. These competencies encompass both technical expertise and interpersonal abilities. Technical skills include disaster risk assessment, emergency planning, incident command systems, logistics management, and resource allocation. Proficiency in using technological tools and systems for data analysis, communication, and information sharing is also crucial. Additionally, emergency management professionals should possess strong problem-solving and critical-thinking skills to address complex and unpredictable situations.

Ethical considerations and integrity form the cornerstone of professionalism in emergency management. Emergency management professionals often face challenging ethical dilemmas that require sound judgment and decision-making. They must prioritize the well-being and safety of individuals and communities while balancing competing interests and limited resources. Upholding ethical standards involves demonstrating honesty, transparency, and accountability in all aspects of their work. It also entails ensuring equitable and fair treatment of all individuals affected by emergencies, regardless of socioeconomic status, race, gender, or other characteristics.

Emergency management is a dynamic field, constantly evolving in response to new challenges, emerging threats, and advancements in technology and knowledge. Thus, a commitment to continuous learning and professional development is vital for maintaining and enhancing professionalism. Professionals should actively seek opportunities to expand their knowledge through formal education, workshops, conferences, and certifications. By staying informed about the latest research, best practices, and lessons learned from past emergencies, they can adapt their approaches and strategies to effectively respond to evolving circumstances.

Effective communication and collaboration are critical components of professionalism in emergency management. Professionals must possess excellent communication skills to disseminate critical information, coordinate response efforts, and establish effective relationships with stakeholders. Clear and concise communication enables timely decision-making and ensures that accurate information reaches all necessary parties. Collaboration is equally important, as emergency management requires close coordination among multiple agencies, organizations, and individuals. Collaborative efforts foster mutual understanding, facilitate resource sharing, and promote a unified response that is more effective in addressing complex emergencies.

Professionalism in emergency management involves a combination of core competencies, ethical considerations, a commitment to continuous learning, and effective communication and collaboration. By possessing the necessary skills, demonstrating ethical conduct, embracing ongoing learning, and fostering effective communication and collaboration, emergency management professionals can uphold the standards of professionalism and contribute to more efficient and effective emergency response efforts.

Professionalism as a Foundation for Effective Emergency Response

Professionalism plays a vital role in maintaining public trust and confidence during emergency response efforts. The public relies on emergency management professionals to provide timely and accurate information, make informed decisions, and take swift action to mitigate the impact of disasters. By demonstrating professionalism, professionals can inspire confidence in the competence and reliability of the emergency management system. Transparent communication, integrity, and ethical conduct are crucial in building and maintaining public trust, enabling effective collaboration between emergency responders and the affected community.

Adherence to established standards and guidelines is a key aspect of professionalism in emergency management. National and international organizations, such as FEMA (Federal Emergency Management Agency), WHO (World Health Organization), and ISO (International Organization for Standardization), have developed comprehensive frameworks, protocols, and guidelines to guide emergency management practices. Professionals must be knowledgeable about these standards and consistently apply them in their response efforts. By adhering to recognized best practices, professionals demonstrate their commitment to delivering high-quality services and ensuring consistency and effectiveness in emergency response.

Professionalism in emergency management includes efficient resource management. During emergencies, resources such as personnel, equipment, supplies, and funding become critical for response operations. Professionals must possess the skills to effectively allocate and manage these resources to maximize their impact. This involves conducting needs assessments, implementing prioritization strategies, and coordinating resource distribution based on the identified needs and available capacities. Efficient resource management not only optimizes the use of limited resources but also enhances the overall response capacity and reduces the potential for waste or duplication.

Professionalism in emergency management is closely tied to effective decision-making and problem-solving abilities. Emergency management professionals often face time-sensitive and complex situations where quick and accurate decisions are crucial. By applying their knowledge, expertise, and analytical skills, professionals can assess the situation, identify potential risks, and develop appropriate response strategies. Professionalism also encompasses the ability to adapt to rapidly changing circumstances, think critically, and find innovative solutions to emerging challenges. Effective decision-making and problem-solving contribute to a more efficient and targeted emergency response, minimizing the impact on affected communities.

In summary, professionalism serves as a foundation for effective emergency response by maintaining public trust and confidence, adhering to established standards and guidelines, ensuring efficient resource management, and promoting effective decision-making and problem-solving. By upholding professionalism, emergency management professionals can enhance their ability to mitigate the impact of disasters, protect lives and property, and facilitate the recovery process in the aftermath of emergencies.

Professionalism in Emergency Management Leadership

Leadership in emergency management requires professionals to lead by example and set high standards of professionalism. Effective leaders demonstrate the qualities and behaviors they expect from their team members. By upholding ethical standards, displaying integrity, and exhibiting professionalism in their own actions and decisions, leaders establish a foundation of trust and credibility. They serve as role models, inspiring their team to strive for excellence and adhere to the highest standards of professionalism in their own work.

Leaders in emergency management play a crucial role in fostering a culture of professionalism within their organizations. They create an environment that values and rewards professionalism, where individuals are encouraged to continually improve their skills and knowledge. This includes promoting a culture of respect, open communication, and collaboration. By emphasizing professionalism as a core value, leaders cultivate a sense of pride, ownership, and commitment among their team members, driving them to consistently deliver high-quality work.

Ethical decision-making and accountability are essential aspects of professionalism in emergency management leadership. Leaders must promote ethical practices and ensure that their team members understand the ethical implications of their actions. They encourage open discussions about ethical dilemmas and provide guidance on making ethical decisions during emergencies. Additionally, leaders establish mechanisms for accountability, setting clear expectations and holding individuals accountable for their actions. By promoting ethical decision-making and fostering a culture of accountability, leaders contribute to the overall professionalism and integrity of their organizations.

Effective leadership in emergency management requires building strong relationships with stakeholders and partners. Leaders recognize the importance of collaboration and actively engage with government agencies, non-governmental organizations, community groups, and other key stakeholders. Building and maintaining relationships based on trust, mutual respect, and shared goals enhances the effectiveness of emergency response efforts. By establishing strong partnerships, leaders can leverage resources, expertise, and support from external entities, further strengthening the professionalism and capacity of their organizations.

Professionalism in emergency management leadership involves leading by example, fostering a culture of professionalism, promoting ethical decision-making, and building strong relationships with stakeholders and partners. Effective leaders serve as role models, inspire their teams, and create an environment that values professionalism. By embodying professionalism and upholding high standards, leaders contribute to the success of emergency management efforts and the overall resilience of communities in the face of disasters and crises.

Challenges to Professionalism in Emergency Management

Emergency management professionals operate in high-stress environments characterized by intense pressure, uncertainty, and rapidly changing circumstances. These conditions can strain their emotional and psychological well-being, potentially impacting their ability to maintain professionalism. Professionals must develop resilience to effectively cope with these challenges, ensuring that they can continue to perform their duties while managing their own mental and emotional health. Resilience-building strategies, such as stress management techniques, self-care practices, and support networks, are crucial in maintaining professionalism in demanding emergency management settings.

Emergency management professionals often face conflicting priorities and expectations during response operations. They must navigate the complex landscape of multiple stakeholders, each with their own goals, interests, and demands. Balancing the needs of affected communities, political considerations, resource limitations, and regulatory requirements can present significant challenges. Professionals must demonstrate the ability to prioritize effectively, make difficult decisions, and communicate transparently about the trade-offs involved. Striking the right balance between competing priorities is essential to maintaining professionalism and ensuring an equitable and effective response.

In emergency management, professionals may encounter situations that present potential conflicts of interest. Conflicts can arise from personal relationships, financial interests, or external pressures that could compromise their objectivity, decision-making, or actions. It is essential for professionals to recognize and address these conflicts transparently and ethically. Establishing clear guidelines, codes of conduct, and protocols for disclosing and managing conflicts of interest is crucial to preserving professionalism and safeguarding the integrity of emergency management operations.

Emergency management often operates within a complex political and bureaucratic landscape. Professionals may encounter challenges stemming from political agendas, interagency dynamics, jurisdictional issues, and bureaucratic processes. Navigating these challenges requires a delicate balance of diplomacy, effective communication, and a focus on the mission at hand. Professionals must demonstrate resilience, adaptability, and strong leadership skills to overcome political and bureaucratic obstacles while maintaining professionalism and the primary goal of effective emergency response.

Professionalism in emergency management faces several challenges in high-stress environments. Professionals must develop resilience to cope with the demanding nature of their work. Balancing conflicting priorities and expectations, addressing conflicts of interest, and navigating political and bureaucratic challenges are crucial to maintaining professionalism in emergency management. By proactively addressing these challenges, professionals can uphold the integrity of their work and enhance the effectiveness of their response efforts.

Strategies for Enhancing Professionalism in Emergency Management

One effective strategy for enhancing professionalism in emergency management is to strengthen education and training programs. This involves developing comprehensive and rigorous curricula that provide emergency management professionals with the necessary knowledge, skills, and competencies. Educational institutions can collaborate with industry experts, government agencies, and professional associations to design programs that reflect current best practices and emerging trends in the field. By equipping professionals with a solid foundation through education and training, the overall professionalism and effectiveness of emergency management can be enhanced.

Encouraging certifications and professional memberships is another strategy for enhancing professionalism in emergency management. Professional certifications, such as Certified Emergency Manager (CEM), Certified Emergency Management Specialist (CEMS), Certified Emergency & Disaster Professional (CEDP), or a state-level Professional Emergency Manager (PEM), validate an individual’s expertise and commitment to professionalism. Organizations and employers can incentivize professionals to pursue and maintain these certifications by recognizing their value and providing support for the certification process. Additionally, joining professional associations and participating in relevant conferences and workshops facilitate networking, knowledge exchange, and access to resources that contribute to ongoing professional development.

Promoting mentorship and knowledge sharing is a valuable strategy for enhancing professionalism in emergency management. Establishing mentorship programs where experienced professionals guide and support emerging practitioners can foster the transfer of knowledge, skills, and best practices. Through mentorship, less-experienced professionals can gain insights, learn from the experiences of their mentors, and develop their professionalism. Furthermore, promoting knowledge sharing through platforms such as conferences, webinars, and online forums encourages the exchange of ideas, lessons learned, and innovative approaches, enriching the collective knowledge and professionalism of the field.

Establishing codes of conduct and ethical guidelines is essential for maintaining professionalism in emergency management. These guidelines outline expected behaviors, ethical principles, and standards of conduct for professionals in the field. By clearly defining expectations, professionals are guided in making ethical decisions and handling potential conflicts of interest. Codes of conduct also establish a framework for accountability and disciplinary measures in cases of professional misconduct. Organizations and agencies should regularly review and update these guidelines to ensure they reflect current ethical considerations and evolving challenges in emergency management.

Strategies for enhancing professionalism in emergency management include strengthening education and training programs, encouraging certifications and professional memberships, promoting mentorship and knowledge sharing, and establishing codes of conduct and ethical guidelines. By implementing these strategies, the field can cultivate a culture of professionalism, foster continuous learning and development, and ensure that emergency management professionals possess the necessary skills, knowledge, and ethical grounding to effectively respond to disasters and protect the well-being of communities.

Conclusion

In conclusion, professionalism in emergency management is of paramount importance for ensuring effective and efficient responses to disasters and crises. The academic content explored various aspects of professionalism, including its definition, significance, key attributes, and challenges. Professionalism serves as a foundation for maintaining public trust, adhering to established standards, efficiently managing resources, making sound decisions, and fostering collaboration. By upholding professionalism, emergency management professionals contribute to the overall resilience and well-being of communities during times of crisis.

It is crucial for all stakeholders to recognize the critical role that professionalism plays in enhancing the effectiveness of emergency response. Policymakers and organizational leaders should prioritize the development of policies, resources, and support systems that promote professionalism within the field. Investments in education, training, certifications, and mentorship programs are essential for cultivating and sustaining professionalism in the long term.

For emergency management professionals, this article provides encouragement to uphold high standards of professionalism in their daily work. They are reminded of the core competencies, ethical considerations, commitment to continuous learning, and effective communication and collaboration skills that are essential in their roles. The challenges they may encounter should not deter them from maintaining professionalism but rather serve as opportunities to demonstrate their resilience, adaptability, and commitment to public service. Upholding professionalism not only enhances personal growth and career advancement but also directly contributes to the overall effectiveness of emergency response efforts.

In summary, professionalism in emergency management is a fundamental element that underpins the success of response operations. It requires the collective effort of all stakeholders to prioritize and nurture professionalism within the field. By doing so, emergency management professionals can effectively mitigate the impact of disasters, protect lives and property, and build resilient communities capable of responding to and recovering from emergencies.

Public Safety Ethics and Leadership: Social Media

Robert Gerlach October 29, 2015

Volunteer public safety organizations are facing many crises that have resulted in the unique application of technology in order to overcome these burdens.  The research of Adam Miller (2015) illustrates how volunteer public safety organizations will face substantial challenges in the near future.  This research highlights that these problems are a result of the “growing shortage of new volunteers,” “insufficient tools and resources to effectively recruit and retain volunteers,” and “[t]he cost to operate a volunteer emergency service organization has increased over time” (p. 8). 

In order to combat these issues the use of social media by volunteer organizations and its members has increased.  This has been both a blessing and a curse to the public administrators, the chiefs, directors, commissioners, etc., of these public safety organizations.  While social media can extend the reach of the organization into the community and beyond, there is also a slippery slope as to what is appropriate or not to be posted.

This paper will explore the problems with social media use, and analyze its implications, opportunities, and challenges for the ethical leadership of public administrators.  Furthermore, this paper will evaluate methods to address these implications and challenges.  In closing, it is the intent of this paper to assist the leaders of the volunteer public safety organization with a path to address the problems evaluated and future, yet unknown challenges.

Social Media Benefits

Social media is a no, or low, cost medium that permits the volunteer organization to recruit younger generations that may be inaccessible otherwise.  The Pew Research Center (2014) has found that as of January 1, 2014, 89% of 18 to 29-year-olds are active users of social media.  Furthermore, Jessica Walrack (2015) found this age bracket usage of social media to be “increasing across the board.”  Moreover, social media can be used to inform the community at large (the 30 and over age bracket) of events, fundraising, and further use as a tool to increase the volunteer organizations’ exposure within their community.  The Pew Research Centers (2014) data has indicated that 82% of 30 to 49-year-olds, 65% of 50 to 64-year-olds, and 49% of 65 and over are using social media regularly.  The research found that 74% of all age ranges combined use at least one social media (Pew Research Center, 2014).  The data expresses a steady increase that does not appear will stop in the near future.

The use of social media can assist these volunteer public safety organizations overcome some of the challenges they are experiencing, or will be facing, as the research of Mr. Miller (2015) points out.  Unfortunately, there is a negative side to this tool.  The next section will illustrate the negative consequences of social media use.

The Perils of Social Media

Advances in technology have equipped the general citizen with a portable camera that can access the internet in one carefully packaged mobile device, the smartphone.  This easy access to take pictures and post on social media has created ethical challenges for the leaders of volunteer public safety organizations.

Listed below are a few examples of how social media activity can negatively affect the volunteer public safety organization and personnel.

  • “A paramedic responded to a rape and treated the victim. Three weeks later, he allegedly wrote about the incident on MySpace and gave some pretty specific details that allowed news media to identify the victim. That wasn’t the end of it. The media went to the victim’s home and knocked on her door.  She wasn’t pleased and sued both the paramedic and the department” (Bischoff, 2011).
  • “Another paramedic was dispatched to the scene of a murder. At the scene, the paramedic allegedly took a photo that he posted to Facebook about six weeks later. Again, the media got wind of this and interviewed the victim’s parents, who were quite distraught.  The paramedic was fired, lost his EMT license and eventually pleaded guilty to official misconduct charges, though he avoided jail time” (Bischoff, 2011).
  • “At the scene of a car accident that took the life of a young mother of two children, a paramedic allegedly used his cell-phone camera to capture about 30 seconds of video of the victim. The footage contained some close-up, graphic images of the head trauma suffered by the victim, who had lost control of her car and crashed into some trees.  The family sued” (Bischoff, 2011).

To combat similar scenarios from occurring, many organizations are developing Standard Operating Procedures or Guidelines to instruct personnel for compliance.  The Hempfield Township (Westmoreland County, Pennsylvania) Bureau of Fire (2014) has developed a policy, titled Cell Phone, Camera, and Electronic Communications, for the purpose to “manage social media while ensuring the safety and privacy of responders, patients, and the public we serve.”  Some noted provisions are:

  • “All incident scene photos/videos shall be for clinical, documentation, or training purposes only…;
  • All photos/videos containing individually identifiable patient information are covered by HIPAA privacy laws and must be protected…;
  • No images taken by a member in the course and scope of their duties may be used, printed, copied, scanned, e-mailed, posted, shared, reproduced, or distributed in any manner…; and
  • The use of personal helmet video cameras is prohibited” (Hempfield Township Bureau of Fire, 2014).

An example where the government had to curtail social media use is illustrated in legislation passed in the State of New Jersey in 2012.  First responders are “banned from taking and sharing photos or videos of accident victims without their consent” (Friedman, 2012).  This is in response to a 2009 incident where pictures taken by a volunteer were posted to Facebook before the family was notified of their family member’s death.  In the article written by Matt Friedman (2012), a joint statement by the law’s sponsors stated that “the intent is to prevent the type of shockingly irresponsible behavior and unforgivable lack of sensitivity that occurred in connection with the tragic incident … from happening again.”

Given these examples of how the use of social media can negatively affect a volunteer public safety organization, this paper will provide an evaluation of how ethics training and an evolved view of leadership may lessen the occurrence of similar episodes in the future.  These efforts should make the job of the public administrator easier by creating more efficient decision-making personnel, thus guarding the reputation of the organization and its personnel.

Ethics and Leadership

Ethics are paramount to the success of any public sector organization.  “The public official who ignores ethics is almost certain to create or contribute to problems” (Geuras & Garofalo, 2011, p. 44).  Furthermore, “[l]eadership and ethics … are inseparable” (Geuras & Garofalo, 2011, p. 260).    Marcy, Gentry, and McKinnon (2008) showed that the wave of scandals in the early 2000s have created a loss of confidence in leadership by the American public.  This is mainly due to ethics not being presented to the leadership and its personnel in formal training.

Moreover, leadership styles of the past decades and century are not applicable today due to advances in technology and the emergence of the knowledge worker (Goldsmith, Greenberg, Robertson, & Hu-Chen, 2003; Hopen, 2010; Kellis & Ran, 2013).  Ray Wiliam (2013) noted that our current economic and political failures illustrate the failure of non-collaborative leadership.  These new shifts and changes in leadership practices will be the most difficult for leaders to accept (Hopen, 2010, p. 8-9).  “As collaboration becomes more critical in our shaky economic, social, and environmental world, having leaders who have a collaborative style of leading, becomes imperative” (Williams, 2013).  “Most high-potential future leaders [will] see the value of these new competencies (Goldsmith et al., 2003, p. 4).

Ethics

Even though ethics and morals are intertwined, there are differences between the two.  A common viewpoint is that morals are learned and developed from the individual’s environment and impacted by the culture and the society they live in.  “Moral and ethical values are culturally based in many contexts” (Green, 2011).  An action or decision may be acceptable to one culture, yet frowned upon by another.  Public safety norms, when compared to the general civilian norms, can be strangely different.  Most notable is the use of dark humor.

These “ethical dilemmas consist of conflicts between right and right, while moral dilemmas consist of conflicts between right and wrong” (Geuras & Garofalo, 2011, p. 146).  Ethics training benefits the public administrator and their personnel to choose the best option, basically which option is more right.  This is vitally important because as Eagan (2007), noted, “[t]he vast majority of good people, can do very bad things if placed in the right situation involving authority, power, and unequal social roles” (p. 92).  An ethical individual in the public sector values the needs of others before their own personal needs or wants (Geuras & Garofalo, 2011).

Without ethics, an organization has no public value or integrity.  “Integrity is a basic ethical value based on individual responsibility to act on appropriate values and beliefs” (Feldheim & Wang, 2003, p. 66).  The work of Bowman & Knox (2008) argues that the development of strong ethics is a prerequisite for making good policy.  Data from their research and noteworthy incidents of bad ethical decision-making in the news has “increased ethical concern and sophistication on the part of public administrators” (p. 628).

The research of Streib and Rivera (2009) shows that when faced with ethical dilemmas, managers with more experience score higher on integrity items proving a correlation between ethical knowledge and experience.  With the lack of ethical training for personnel, much of this experience is from personal failures and the lessons learned, also known as on-the-job training.  Therefore, ethics training for all members of the organization will only strengthen the organization.  There are two key approaches that should be employed together.  First, the development of a code of ethics and secondly, continuous training on ethics and ethical dilemmas.

Highlighting the importance of codes of ethics, Geuras and Garofalo (2011) quoted the work of Bowman and Williams, who “acknowledge the ambiguities and complexities of public service, and ‘offer interpretative frameworks to clarify decision-making dilemma’” (p. 12).  Bowman and Williams further offered that “codes of ethics demand more than simple compliance; they mandate the exercise of judgment and acceptance of responsibility for decisions rendered” (Geuras & Garofalo, 2011, p. 108).

Geuras and Garofalo (2011) identified that with a code of ethics, ethics training must also be implemented by the public sector because there are “expectations of trust, responsibility, and accountability” (p. 110).  Without ethics training, public administrators and their personnel will be placed in flawed positions while being expected to perform critical duties without the proper tool or training when ethical dilemmas present themselves (Geuras & Garofalo, 2011). 

Leadership

Leadership style “describes the behavior of the leader by task, relationship, and change orientation” (Anderson, 2010, p 132).  The autocratic leadership style of the past where the leader was coercive and relied on managerial authority does not fit in the society and culture of the 21st century (Hopen, 2010, p. 5).  Kellis and Ran (2013) argue that the leadership styles of the past are not adequate for the increased bureaucracy of government today.   Globalization is increasing at a high rate due to technological advances.  The result of globalization has led to demographic changes that are leading to a more diverse workforce (Hopen, 2010). 

Public safety organizations are considered paramilitary in structure and require this structure for emergency operations, just as the military uses a similar structure in warfare.  In error, public safety organizations have historically used this hierarchy for the business and non-emergency side of their operations.  This is in contrast to the leadership styles that the scholars are referring to in this new age.  Leaders of the twenty-first century have to realize that they are only “one element of an interactive network that is far bigger than they” (Marion & Uhl-Bien, 2001, p. 414).  The role of the leader will “shift from organizational position power to communal social power” (Williams, 2013)

In our ever-changing world, public administrators must adapt.  Due to technology that has led to communication advances, the climate of both business and government has significantly changed (Hopen, 2010; Huddleston, 2000; Lanham, 2008).  Goldsmith et al. (2003) noticed that there are five factors that are emerging rapidly and future leaders must pay attention to.  “Thinking globally, appreciating cultural diversity, developing technological savvy, building partnerships and alliances, and sharing leadership” are these factors that current and new public administrators must pay attention to if they wish to have an effective workforce and meet their responsibility to the community (Goldsmith et al., 2003, p. 2).  Deborah Hopen (2010) concurs, identifying that advanced technology, knowledge workers, global reach, diversity, social responsibility, and new partnerships are all factors affecting leaders of the 21st century.

Conclusion

The purpose of this paper is not to evaluate the legal implications that social media has upon the administrators and personnel of volunteer public safety organizations, but rather to demonstrate how proactive ethics training and a refocus of leadership style can help organizations avoid these, and potentially future unimagined, problems before they occur.  Chris Post, who is not only an experienced emergency responder, but also a member of mainstream media, summed up the ethical use of social media by emergency personnel when he stated, “First responders are in a position of ‘public privilege’. [sic]  Being afforded that privilege to provide patient care, fight a fire or whatever … and if they find them selves [sic] using the privilege for a ‘scene-selfie’ for fun. it [sic] is completely inappropriate” Post, C. (personal communication, August 19, 2015).

Developing a code of ethics in concert with regular ethics training will be a benefit for public safety organizations.  Furthermore, leaders must shift their leadership style from an autocratic style that was effective in the nineteenth and early twentieth centuries to one that accepts the knowledgeable worker (Hopen, 2010).  By implementing these concepts and advances, the personnel will make better decisions when faced with the social media crisis or whatever the new cause of ethical dilemmas to come are.  This will protect not only the person involved with the conflict but the organization also.

The research of Adam Miller (2015) forecasts a bleak outlook for the future of the volunteer public safety organization, not addressing ethics and employing a new leadership focus will assure this crisis occurs sooner than later.

References

Andersen, J. A. (2010). Public versus private managers: How public and private managers differ in leadership behavior. Public Administration Review, 70(1), 131-141.

Bischoff, G. (2011). Face it – social media can be a headache for police and fire departments. Urgent Communications. Retrieved from http://urgentcomm.com/networks-amp-systems-commentary/face-it-social-media-can-be-headache-police-and-fire-departments

Bowman, J. & Knox, C. (2008). Ethics in government: No matter how long and dark the night. Public Administration Review, 68(4), 627-639.

Hempfield Township Bureau of Fire. (2014). Cell Phone, Camera, and Electronic Communications Policy.

Eagan, J. L. (2007). Is authority in public administration separable from authoritarianism? Personalities, institutions, and resistance. Administrative Theory & Praxis, 29(1), 83-101. Retrieved from http://search.proquest.com.library.capella.edu/docview/196608468?accountid=27965 

Feldheim, M., & Wang, X. (2003). Ethics and public trust. Public Integrity, 6(1), 63–75.

Friedman, M. (2012). New N.J. law bans first responders from sharing photos, videos of accident victims without consent. New Jersey Online. Retrieved from http://www.nj.com/politics/index.ssf/2012/08/new_law_bans_first_responders.html 

Geuras, D., & Garofalo, C. (2011). Practical ethics in public administration (3rd ed.). Vienna, VA: Management Concepts.

Goldsmith, M., Greenberg, C., Robertson, A., & Hu-Chen, M. (2003). Global leadership: The next generation. Upper Saddle River, NJ: Prentice Hall.

Green, J. (2011). Graduate savvy, navigating the world of online higher education (2nd ed.). Warrenton, Virginia: Global Press.

Hopen, D. (2010). The changing role and practices of successful leaders. The Journal for Quality and Participation, 33(1), 4-9.

Kellis, D., & Ran, B. (2013). Modern leadership principles for public administration: time to move forward. Journal of Public Affairs (14723891), 13(1), 130-141. doi:10.1002/pa.1453

Marcy, R. T., Gentry, W. A., & McKinnon, R. (2008). Thinking straight: New strategies needed for ethical leadership. Leadership in Action, 28(3), 3–7.

Marion, R., & Uhl-Bien, M. (2001). Leadership in complex organizations. Leadership Quarterly, 12, 389–418.

Miller, A. (2015). Human resource strain and organizational survival:  Investigating the survival state of the rural volunteer emergency services in the south central mountains region of Pennsylvania (Master’s Thesis, Juniata College). Retrieved from http://www.huntingdoncounty.net/Dept/EMA/SiteAssets/Pages/default/Human%20Resource%20Strain%20and%20Organizational%20Survival.pdf

Pew Research Center. (2014). Social media use by age group over time. Retrieved from http://www.pewinternet.org/data-trend/social-media/social-media-use-by-age-group/ 

Streib, G., & Rivera, M. (2009). Assessing the ethical knowledge of city managers. Public Integrity, 12(1), 9–23.

Walrack, J. (2015). How difference age groups behave across social. Incite Group. Retrieved from http://www.incite-group.com/data-and-insights/how-different-age-groups-behave-across-social

Williams, R. (2013). Why we need collaborative not competitive leaders.  Psychology Today.  Retrieved from https://www.psychologytoday.com/blog/wired-success/201307/why-we-need-collaborative-not-competitive-leaders