By Kory Tope
The importance of the “senior man” (or woman) in the fire service cannot be overstated. In fact, this informal moniker wields a great deal of influence, power and ability to steer organizations as they navigate change, uncertainty and friction. I bet you’re picturing someone in your organization who carries this title and associated responsibility — someone not burdened by the weight of tradition, likely an accomplished firefighter eager to pass on their experience and knowledge to the next generation.
The senior man is vital to the leadership foundation of any organization, so it’s important that we understand their role to best leverage these essential players. To that end, let’s consider the role of organizational behavior and human psychology in understanding the “senior man” directing the action behind the scenes.
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The origins of the senior man concept
As early as 1924, the concept of informal leadership in social groups was understood to influence productivity in the workplace, beginning with the Hawthorne studies. The research effort, conducted for more than a decade at the Western Electric Company’s Hawthorn Works, aimed to determine which factors increased the output of small groups in the manufacturing industry. Unfortunately, the studies subsequently received significant criticism related to poor development of experimental factors and outcomes. However, one important detail emerged from these studies: Workers reported improved morale, a desire to work hard, and a feeling of connectedness due to informal leaders stepping up to create tight-knit groups with a unique identity (1). They noted that constant supervision by managers created a counter-productive environment — a great example of the perils of micromanagement (2). Bottom line: The distinction between formal and informal leadership is important.
Referent power — the result of gaining respect and admiration as a leader — within groups we belong to can be quite influential. This is especially true when work conditions are poor, cohesion is absent and the us vs. them divide is ever-present. Like it or not, formal leaders often carry the weight of such work-place attributes. This is why informal leaders can be a refreshing catalyst to reinvigorate a repressed workforce.
In the 1930s, the development of role theory introduced a framework for the assignment of positions or roles within social groups. This created a system wherein informal leaders had a great deal of influence in creating, maintaining and passing on social traditions, group norms and expectations of conformity (3). In a nutshell, members of a stable and functional social system (like a fire crew, shift or department) naturally assign roles, such as “senior man,” to those with experience who are respected by the group. This unofficial position of power carries a great deal of responsibility, according to the theory. When someone willingly gives their permission to another to fill this informal role, it should be an honor and not taken lightly. Social constructions related to role selection may also depend on organizational culture. If formal leaders support the emergence of informal leaders/leadership, then it is more likely for a strong culture of elevating a member to “senior man” status to exist.
In the 1950s, Frederick Herzberg developed the two-factor theory of motivation-hygiene. A major component of the theory addressed the need for balanced leadership as a motivator, leading to higher levels of job satisfaction. A more recent review of this theory indicates that mentorship plays a vital role in new employees reporting higher levels of job satisfaction — interestingly, senior men and women are, in many cases, the official or unofficial mentors assigned to introduce firefighters to the job and culture of the organization (4).
Going back even further, the nature vs. nurture argument has been raging since the late 1800s. Attributed to Francis Galton, and further elaborated upon by philosophers John Locke and Jean-Jacque Rousseau, as well as anthropologist Margaret Mead, the theory seeks to explain what drives intelligence, character, leadership, etc. — an innate set of attributes or those influenced by environmental factors.
In 1971, Albert Bandura formalized the social learning theory, which placed more emphasis upon environmental aspects. A foundational element of this theory suggests that behaviors are learned and directly influenced by observing others. When a person is deemed to be an expert in a certain field or to hold an abundance of knowledge and experience, the learning, reinforcement and integration of another person observing their behaviors occur at higher rates and with deeper conviction (5). In many cases, the senior man is seen as just that — an experienced member with vast amounts of information relative to the job.
Modern day research also underscores the importance of informal leadership. One study declares that informal leadership is the one of the strongest forms of leadership and is “the element that keeps the organization running smoothly and provides motivation to other coworkers” (6). This same study concluded that informal leaders are more likely to get important work done when compared to certain formal or promoted leadership positions.
5 lessons for the senior man
So, what can we learn from this scientific framework? What lessons are reinforced based upon decades of research? A few points can help us reframe these ideas for our current workforce.
1. Work groups (crews, shifts, departments) are more productive, motivated and connected when informal leaders step up and help create culture.
Being a senior member in an organization comes with great responsibility, as well as rewarding benefits. If you fall into this category, you must understand that you are a force for influence — good or bad. Whether you want to or not, you now carry the weight of pouring into a successful culture, built upon the mission, vision and values you uphold. You are, in part, responsible for the depth of relationships built with your crew, the level of motivation expressed through your desire to train when no one else wants to, and the preservation and dissemination of the beloved traditions of the fire service.
2. In social groups, roles are assigned to members who are experienced, can teach or pass on knowledge, and demonstrate care for others.
Your experience, the knowledge you’ve gained during your tenure, and your ability to serve others may afford you the opportunity to occupy a socially constructed position of informal leadership. If this happens, you must first understand that it’s a big deal to be trusted by the rest of the group in such a way. You truly are a steward, entrusted with the age-old honor of preparing the next generation of firefighters to take your place someday. You must also understand that as the group giveth, the group can taketh away — choose you actions wisely and continually earn your place.
Many times, these informal positions are not sought after; rather, they are assigned by a well-informed group that has examined the evidence carefully. You have something they need, and they are willing to elevate your status in order to better themselves (and be careful here — don’t let that ego creep in). While this progression may feel unnatural for some, it’s an opportunity to step out of your comfort zone to lift up those around you.
3. Those responsible for mentoring new members are often responsible for providing elements of greater job satisfaction.
Any senior man or women must have a positive attitude and resilient mind. In turn, this mental acuity will be passed on to the newest members who are hungry to learn everything you have to say. Whether formally or informal, mentorship will help to guide these new members as they navigate the start of their career. As a senior leader, you will fill this role to some degree, and how you approach it will create a lasting impact. You have a direct influence on how they come to understand what this job is all about — and even how happy they may be at the end of each shift. Don’t let this be a burden; rather, be proud to play your part. Of course, this doesn’t fall on you completely, but what you do as a mentor will indeed make a difference. This is also your opportunity to reflect on the mentorship (or lack of) that helped to shape your career. Take what worked well and expand on it — toss the rest out with the trash.
4. Others learn from watching experienced members, often deemed to be experts, do their jobs.
I believe Rockwell captured this best when he said, “I always feel like somebody’s watching me.” All eyes are truly on you: how you carry yourself, what you say, how you talk about others, whether you support the latest policy from the chief, and how you strive to develop your own character and behaviors. You are in this position because you have something to offer — experience and knowledge. One of your primary responsibilities is to pass those nuggets on to others who have less of each. No one expects you to be perfect, but rest assured, others will learn from watching you, and even mimic what they see. Research tells us that this form of learning creates deep roots and can be hard to change in the future if the behaviors or attitudes are counterproductive. Parents know this well — your kids are sponges, and they will pick up on the slightest nuance of your behavior. Choose your actions and words wisely, for they may become the habits of another.
5. Informal leaders are often positioned to make significant contributions to organizational success, even when formal leaders struggle.
The final, and perhaps most important, characteristic of a successful senior man is humility. Your experience is not a weapon to wield, nor is it to be held close to the chest. Your job is to share freely, teach passionately, serve fiercely and ensure the success of the fire service in the future. If you aren’t up for the task, then you don’t deserve the role or the responsibility.
Your humility will also carry you through when you succeed where others do not. It’s important to remember that we all play for the same team and it’s not about taking credit for wins. Instead, a proper senior man will look for ways to give the credit away. If what research indicates is true — that the informal leadership of senior members (informal leaders) may be more impactful than some formally promoted leadership positions — then you carry a much more important weight on your shoulders than simply shepherding the member to your right or left. You are a bona fide partner in the leadership story of your department.
Carry this informal burden well
To describe the role of a senior man as a burden may not be fair. However, not all burdens are bad. What you choose to do in the position of in the social setting of the firehouse will echo across time and space.
Do you fully understand this burden? Are you willing to fully accept it? Science can only go so far; the rest is up to you to apply the concepts and hone your mind to be successful in this ever-important job.
One final word: Time on the job does not automatically make you a senior leader. Not only is this honor earned, but it must also be hard fought to keep. Some departments don’t have the luxury of seasoned members with extensive resumes and long careers. The lot of a senior man or woman could fall to you at any moment, even if you don’t feel you have the experience necessary. Your attitude, humility, service to others and mindset are of equal importance to how many jobs you’ve run. Find your place and hone your skills.
Lead well without the title, and when you finally get it, it won’t matter anyway because you will have already proven your dedication as a true senior man.
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REFERENCES
1. Roethlisberger, F. J. (1941). Management and morale. Harvard University Press.
2. Wickstrom, G., & Bendix, T. (2000). The “Hawthorne effect” – what did the original Hawthorne studies actually show? Scandinavian Journal of Environmental Health, 26(4), 363–367.
3. Biddle, B. J. (1986). Recent developments in role theory. Annual Review of Sociology, 12(1), 67–92.
4. Chidindu Asogwa, V., & Mathenjwa, M. (2023). Mentorship theory: Development and explication. International Journal of Social Sciences and Management Research, 9(8), 39–59.
5. Bandura, A. (1976). Social learning theory (First ed.). Prentice-Hall.
6. Shaughnessy, B. A., Treadway, D. C., Breland, J. W., & Perrewé, P. L. (2016). Informal leadership status and individual performance. Journal of Leadership & Organizational Studies, 24(1), 83–94.
ABOUT THE AUTHOR
Kory Tope serves as a lieutenant with Windsor Severance Fire Rescue (WSFR) in Colorado and is assigned to a truck company. With over 20 years of fire service experience, Tope is currently assigned as a Rescue Specialist and Heavy Equipment Rigging Specialist with Colorado Task Force 1 and is the WSFR co-lead for Special Operations. Additionally, Tope is a regional instructor for the Front Range Fire Consortium’s Leadership Encounter program and module lead for WSFR’s Acting Lieutenant Boot Camp. Tope holds a bachelor’s in sociology/psychology from the University of Northern Colorado and is currently pursuing a master’s in organizational leadership from Colorado Christian University. Tope is a graduate of the National Fire Academy Managing Officer Program and holds the Fire Officer designation from the Center for Public Safety Excellence.
