Download Leadership in Dangerous Situations: A Handbook for the Armed by Patrick J. Sweeney, Visit Amazon's Michael D. Matthews Page, PDF

By Patrick J. Sweeney, Visit Amazon's Michael D. Matthews Page, search results, Learn about Author Central, Michael D. Matthews, , Capt. Paul B. Lester

Providing the knowledge of practitioners from the army, legislations enforcement, hearth and rescue, in addition to widespread students this advisor integrates idea and examine with sensible adventure to aid the reader organize for the original mental, social, and actual demanding situations of prime in risky contexts. no matter if a tender soldier getting ready for conflict, pro wrestle commander, SWAT staff chief, EMT manager, legislation enforcement patrol unit chief, or hearth division lieutenant, these all for life-and-death occasions face universal demanding situations, and the authors draw on their lonesome stories and that of others to aid first responders successfully functionality in risky environments.

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Leadership in Dangerous Situations: A Handbook for the Armed Forces, Emergency Services and First Responders

Supplying the knowledge of practitioners from the army, legislations enforcement, fireplace and rescue, in addition to widespread students this consultant integrates thought and learn with functional event to aid the reader arrange for the original mental, social, and actual demanding situations of prime in harmful contexts.

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Additional resources for Leadership in Dangerous Situations: A Handbook for the Armed Forces, Emergency Services and First Responders

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Mitchell, Soldier in Battle (Sydney: Angus and Robertson, 1940), 9. 9 Sweeney,“Trust: The Key to Combat Leadership,”258–259. 10 Samuel A. , The American Soldier: Combat and Its Aftermath, vol. : Princeton University Press, 1965), 118–131. 11 Patrick Sweeney, Vaida Thompson, and Hart Blanton, “Trust and Influence in Combat: An Interdependence Model,” Journal of Applied Social Psychology 39 (2009): 235–264. : National Defense University Press, 1985), 9–26. 13 Richard G. Tedeschi and Lawrence G. Calhoun,“Posttraumatic Growth: Conceptual Foundations and Empirical Evidence,”Psychological Inquiry 15, no.

DANGEROUS CONTEXTS Dangerous contexts are highly dynamic and unpredictable environments where leaders and group members must routinely engage in actions that place their physical and psychological well-being at risk to accomplish the organization’s objectives. 1 The group members perceive, experience, or expect a threat to their well-being while executing their duties. For instance, each time police officers respond to a call for assistance, they can reasonably expect a potential threat to their well-being.

Commanders repeatedly tried to cover up the My Lai massacre. In a ploy to keep Thompson quiet, he was awarded the Distinguished Flying Cross for his actions that day, though he later threw away the bogus citation because it stated his heroism was a result of withstanding “intense crossfire” between friendly and enemy forces. This of course was a lie. Subsequent investigations by the military and the media found that the villagers were unarmed, so there could have been no crossfire. Thompson made his official report—he had witnessed American soldiers kill unarmed Vietnamese civilians—and he stuck by it despite intense pressure to recant.

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