Thurston County District Six Firefighter’s Association was formed conducive to
providing a social organization for all firefighters and their families, as well as to promote
community activities and support of the fire department through their involvement. In pursuance
of such goals, members have joined the organization, lead by three Board of Directors, for the
sake of seeking such support. Due to a variety of conventional day to day restraints that threaten
the members’ ability or willingness to join and/or participate, involvement has become limited,
and fundraisers and events that otherwise thrive on members’ unwavering support have begun to
By remodeling leadership methods, as well as restructuring internal operating
procedures, the organization can overcome their competition, gain support and, in turn, become
more ideally suited for today’s and tomorrow’s ever changing environment.
The leaders of the District Six Firefighters Association need to transform their vision for
the organization into a reality by offering direction and focus for its members, integrating
different tools in order to better engage their motivation, as well as staying true to some specific
and timeless principles. Trautmann, Maher, and Motley (2007) denote that “the nonprofit sector
is not shielded from the continuous changes that are buffeting the world. Resources are
shrinking. Demands for accountability, particularly board and executive accountability, are
increasing. Competition (for funding, skilled staff, dedicated board members, clients, and the
attention of the community) is fierce” (¶ 3).
Therefore, the organization needs to begin
performing with the proper transformational leadership behaviors that will increase overall
organizational performance by instilling a higher level of commitment from its members.
In order to best hinder the elements which stand to threaten the organization, the Board of