PQA Frequently Asked Questions

What is the Leadership Framework?

The Leadership Framework lists the Leadership Behaviours. The document presents the concepts in a user-friendly format. Each of the 4 distinct Leadership Behaviours has the main heading – Personal Impact, Outstanding Leadership, Service Delivery, Organisational Effectiveness. Beneath this heading is a list of relevant behaviours. These examples are not the only ways of demonstrating the Leadership skills, but provide information about the types of behaviours which would be considered effective in order to show strength in this area.

How do the Leadership Behaviours differ at each level?

There are 4 different levels, Leading Yourself (firefighter) , Leading the Team (crew/ watch), Leading the Function (station, group), Leading the Service (area +) .

The differences in each level reflects the responsibilities and expectations of the level, e.g. ‘supports’ for Leading Others as opposed to ‘drives and manages’ at Leading the Service.

Firefighter Level:

Openness to Change- ‘is open to change and actively seeks to support it’

Supervisory Manager Level:

Openness to Change- ‘proactively supports change, adjusting approach to meet changing requirements’

Middle Manager Level:

Openness to Change- ‘proactively supports change, seeking opportunities to promote improved organisational effectiveness’

Strategic Manager Level:

Openness to Change- ‘drives and manages the change process, seeking opportunities to create and implement improved organisational effectiveness’

The differences in PQA description reflects the responsibilities and expectations of the level, e.g. ‘supports’ at Supervisory as opposed to ‘drives and manages’ at Strategic. At Middle Manger Level and above there is an additional PQA- Political & Organisational Awareness. Candidates are not assessed against this PQA until they apply for promotion and develop to a Middle Manager role.

Why are the leadership behaviours so important?

The leadership behaviours allow the development of a workforce who are committed to upholding the same values. The people who demonstrate these qualities can be relied upon to represent the Service positively, work with others effectively, deal with the public appropriately, and apply a conscientious approach to their responsibilities throughout their career. By selecting and promoting the individuals who demonstrate the leadership behaviours most effectively, the FRS can generate a strong and positive organisational culture. This means that the organisation is equipped to deal effectively with a range of challenges, and meet the expectations and needs of the public to the highest possible standards. Having people in post who have the behavioural skills to meet these demands is critically important. The leadership behaviours provide the framework to identify who these people are.