This unit describes the skills and knowledge required to lead and work with others in complex and uncertain circumstances, where threats and surprise can induce stress and anxiety in team members. It applies to roles with responsibility for risk mitigation, crisis preparedness, crisis response and recovery functions for communities and/or organisations.

A crisis includes varying events of significant disruption having broad effects on relationships among community and/or organisation members. It is characterised by high levels of adversity, ambiguity, uncertainty, opportunity and change. Leaders in a crisis need to independently make sense of uncertain situations, creatively seek solutions and apply judgment and decision making in highly pressurised environments.

Emergency services leaders work autonomously, within collegiate environments, that require the ability to build and develop relationships and partnerships for mandated action within a broad range of informal and formal groups. Emergency service leadership roles are complex requiring the individual to make ethical decisions in variable, evolving and dynamic circumstances.

No licensing, legislative or certification requirements apply to this unit at the time of publication.

ELEMENTS

PERFORMANCE CRITERIA

Elements describe the essential outcomes.

Performance criteria describe the performance needed to demonstrate achievement of the element.

1

Adapt and work with multiple perspectives

1.1

Examine a range of personal and/or psychological perspectives related to leadership and identify assumptions that underpin them

1.2

Critically evaluate own personal perspectives and underlying assumptions

1.3

Consider and then define leadership success

1.4

Demonstrate how diversity enhances leadership outcomes

2

Apply decision making approaches

2.1

Identify the effects of personal and group attributes on decision making processes

2.2

Consider limitations of personal and group biases on decision making processes

2.3

Identify impacts of multiple and/or competing stakeholder objectives in decision making processes during a crisis

2.4.

Evaluate decision making models suitable for leadership during a crisis

3

Evaluate personal effectiveness

3.1

Identify personal and/or psychological attributes that affect leadership performance

3.4

Identify models of communication and self-examine own pattern of communication with others

3.2

Demonstrate and evaluate how own personal performance and abilities have impacted on leadership roles

3.3

Use an evidence based practice to determine personal performance strategies for leadership during a crisis

3.5

Design and implement a personal performance and self-evaluation plan that enhances leadership capabilities

Foundation skills essential to performance are explicit in the performance criteria of this unit of competency.

Foundation skills essential to performance are explicit in the performance criteria of this unit of competency.

Not applicable

Emergency Management