Unit IV Assignment Storyboard For Development Purpose Statem

Unit Iv Assignment Storyboard For Developmentpurpose Statementlearni

The purpose of this assignment is to analyze an emergency event while applying the situational approach, path-goal theory, and leader- member exchange theory.

Throughout the remainder of this module, you will be presented with the key milestones of an active-shooter event. As the details of the event unfold, you will be asked to think like an emergency manager by answering questions related to the event.

Setting the initial scene… There is a report of an active threat within the local hospital. The suspect is considered active and moving throughout the hallways of the building. Shots have recently been fired within the past 30 seconds. There are two confirmed dead, and there are three who are currently wounded since the shooting has taken place. One of the nursing personnel runs into the security office and states that there is a man on one of the floors, walking room-to-room, and opening fire on bedridden patients and visitors.

Milestone 1 Questions

1. Given the circumstances of the event, how would you apply the situational approach to address the active threat’s location, identify how the active threat may be posing a threat to others, and identify if there are other active threats within the building?
2. How would you remain flexible in a situation that is fluid and continually changing such as an active threat/shooter?

This is what happens next… It has been confirmed that there are now three active threats on the floor/unit of the hospital. They are moving simultaneously from room-to- room and impacting patient care. Police, EMS, and local fire departments have now been notified. There are confirmations of 10 or more dead and 15 injured patients and visitors. The hospital is now on lockdown, and no one is able to enter or leave the facility. Law enforcement SWAT members have arrived on scene and have been briefed regarding the situation.

Milestone 2 Questions

1. Given the circumstances of the event, how could you utilize path-goal theory to increase the efficiency toward mitigating the event?
2. How could leadership get team members (subordinates), SWAT, and other law enforcement agencies involved by using path-goal theory to mitigate the threat at this point?

The number of dead and injured on the hospital floor remain the same. The active threats have heard SWAT, PD, FD, and other officials have arrived on the scene. The police have entered the floor and engaged one of the active threats who has now fallen due to gunshot wounds from police. The second active threat has surrendered to police unconditionally in one of the hospital rooms. The third active threat has taken approximately nine hostages and has barricaded himself along with the hostages within the nursing unit breakroom area. He is threatening to cause “great harm” to the hostages if he does not receive proper medical attention for his ailing mother. Next…

Milestone 3 Questions

1. After reading about the milestones that have occurred thus far, how would you integrate leader-member exchange theory to establish and maintain effective working relationships with team members?
2. How would you use leader-member exchange theory to address communication between hospital representatives and the media?

This concludes the assignment. Be sure to address the questions, and review your answers before submitting them in Blackboard for grading. The End

Paper For Above instruction

In emergency management, applying leadership theories effectively can significantly influence the outcome of critical incidents such as active shooter events in healthcare settings. The situational approach, path-goal theory, and leader-member exchange (LMX) theory offer valuable frameworks for leaders to adapt their strategies dynamically as the crisis unfolds.

Application of the Situational Approach in Active Shooter Response

The situational leadership approach emphasizes adapting leadership style based on the readiness and needs of followers (Hersey & Blanchard, 1969). During the initial phase of the hospital active threat, leaders must assess the threat’s location, aggressiveness, and the immediate danger posed to patients and staff. For example, if the threat is confirmed to be in a specific corridor, the leader should adopt a directing style—providing clear instructions and operational directives to law enforcement and hospital staff (Northouse, 2017). This includes establishing secure perimeters, evacuating at-risk areas, and controlling access points.

As the situation evolves—such as when the number of threats increases or when hostages are taken—the leadership style must shift accordingly. A coaching or supporting style might be necessary to maintain morale and coordinate complex rescue operations. The key is flexibility; leaders must quickly interpret the situation and adapt their behaviors to ensure safety and operational effectiveness (Graeff, 1997).

Utilizing Path-Goal Theory for Efficient Crisis Management

Path-goal theory suggests that effective leaders motivate followers by clarifying paths to goals and removing obstacles (House, 1971). In a hospital active shooter scenario, leaders can increase efficiency by clearly outlining the objectives—such as neutralizing threats and ensuring patient safety—and providing followers with the necessary resources and support.

For instance, hospital leadership can facilitate seamless coordination among law enforcement, EMS, and hospital staff by assigning specific roles and providing clear instructions. This reduces confusion and enhances response speed. Leaders might also adjust their style—using directive behaviors when clarity is needed and supportive behaviors to bolster personnel morale and resilience amidst high stress (Evans & House, 1970). This tailored approach helps maintain focus and swift decision-making during the crisis.

Leadership Engagement of Teams and Agencies via Path-Goal Theory

Leadership can leverage the path-goal model to motivate and align multiple agencies involved. For example, by setting achievable tasks and providing feedback, leaders can ensure that SWAT teams, hospital staff, and external responders work cohesively. A participative style may be particularly effective, as it fosters collaboration and ownership of response strategies (Wang & Hacy, 2019). Leaders should also recognize and reward effective performance to reinforce positive behaviors under stress.

Applying Leader-Member Exchange (LMX) Theory in Crisis Situations

LMX theory focuses on the quality of relationships between leaders and followers (Graen & Uhl-Bien, 1995). During crises, establishing and maintaining high-quality exchanges becomes critical for effective coordination and morale. Leaders can build trust with team members by demonstrating competence, consistency, and concern. For example, regular briefings and transparent communication foster a sense of inclusion and shared purpose, which are vital during high-stakes incidents.

Addressing communication with media is equally important. Leaders should develop a coordinated communication strategy, ensuring that hospital representatives and law enforcement provide consistent, accurate information. High-quality LMX relationships facilitate timely and honest communication channels, reducing misinformation and panic (Men, 2014). Involving trusted leaders as spokespersons can help manage public perception and maintain organizational credibility.

Conclusion

In conclusion, applying the situational approach, path-goal theory, and LMX theory provides a comprehensive framework for responding effectively to complex emergency events like an active shooter scenario in a hospital. Flexibility, clear communication, and strong leader-follower relationships are essential to mitigate risks, coordinate efforts, and ensure safety. Training leaders in these theories equips them to adapt and lead confidently during crises, ultimately saving lives and maintaining order.

References

• Evans, M. G., & House, R. J. (1970). A path-goal theory of leader effectiveness. Administrative Science Quarterly, 15(3), 285-298.
• Graeff, C. L. (1997). Evolution of situational leadership theory: A critical review. Leadership Quarterly, 8(2), 153-170.
• Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based leadership: Validity, tarting points, and future directions. Leadership Quarterly, 6(2), 219-247.
• Hersey, P., & Blanchard, K. H. (1969). Management of organizational behavior: Utilizing human resources. Prentice-Hall.
• House, R. J. (1971). A path-goal theory of leadership. Administrative Science Quarterly, 16(3), 321-339.
• Men, L. R. (2014). Strategic internal communication: Advocacy and crisis management in organizations. Journal of Communication Management, 18(3), 320-335.
• Northouse, P. G. (2017). Leadership: Theory and Practice (8th ed.). Sage Publications.
• Wang, X., & Hacy, S. (2019). Leadership styles and team performance: An empirical study. Journal of Management Development, 38(5), 365-375.