1

MEDIATING EFFECT OF SAFETY CULTURE ON THE RELATIONSHIP

BETWEEN CAPABILITY IN RESPONDINGTO EMERGENCIES AND
LEADERSHIP DEVELOPMENT OF FIREFIGHTERS

_____________________________________

A Thesis Presented to the

Faculty of the Professional Schools
University of Mindanao
Davao City

_____________________________________

In Partial Fulfilment
of the Requirements for the degree
Master of Science in Criminal Justice
With Specialization in Criminology

______________________________________

AIZA A. EDON

December 2021
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APPROVAL SHEET

This thesis entitled “MEDIATING EFFECT OF SAFETY CULTURE ON

THE RELATIONSHIP BETWEEN CAPABILITY IN RESPONDINGTO
EMERGENCIES AND LEADERSHIP DEVELOPMENT OF FIREFIGHTERS”
prepared and submitted by Aiza A. Edon in partial fulfilment of the requirements
for the degree, Master of Science in Criminal Justice with Specialization in
Criminology, has been examined and is hereby recommended for approval and
acceptance.

NESTOR C. NABE, PhD

Adviser

PANEL OF EXAMINERS

APPROVED by the Panel of Examiners on Oral Examination with grade of

PASSED.

CARMELITA B. CHAVEZ, PhD

Chairperson

ROBERTO R. MAGBOJOS, PhD WILLIAM A. REVISA, PhD

Member Member

JOEL B. TAN, CPA,DBA

Member

ACCEPTED in partial fulfillment of the requirements for the degree,

Master in Science in Criminal Justice with Specialization in Criminology

Comprehensive Exam: PASSED

MARIA LINDA B. ARQUIZA, EdD

VP-RPC/Asst. Dean

December 2021
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ABSTRACT

The purpose of the study is to determine the mediating effect of fire fighters’

safety culture on the relationship between capability in responding to

emergencies and leadership development. The study employed the quantitative

non-experimental research design using the descriptive-correlation technique

The respondents of this study were the 350 BFP Personnel from Four Provinces

of Region 12 through stratified sampling method. Three adapted instruments

were used to gather the data from the respondents. The tools used in analyzing

the data were Mean, Pearson r, Regression and Medgraph using Sobel z-test.

This is a mediation study which shows moderating variable affects the strength

and direction of that relationship. Results show that BFP Personnel posted a high

level of capability in responding to emergencies, level of leadership development

and level of fire fighter safety culture. Findings also revealed that there is a

significant relationship between capability in responding to emergencies and

leadership development. A significant relationship (p<0.05) between capability in

responding to emergencies and fire fighters’ safety culture was revealed. Lastly,

the study found out that there was a significant relationship(p<0.05) between fire

fighters safety culture and leadership development.

Keywords: fire fighters, capability in responding to emergencies, safety culture,

leadership development, mediation, Philippines
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TABLE OF CONTENTS
Page

TITLE PAGE i

APPROVAL SHEET ii

ABSTRACT iii

TABLE OF CONTENTS iv

LIST OF TABLES vii

LIST OF FIGURES viii

ACKNOWLEDGMENT ix

DEDICATION x

Chapter

1 INTRODUCTION

Rationale 1

Research Objective 2

Hypothesis 3

Review of Related Literature 4

Correlation Between Measures 13

Theoretical Framework 16

Conceptual Framework 17

Significance of the Study 20

Definition of Terms 21
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2 METHOD

Research Design 22

Research Locale 23

Population and Sample 23

Research Instrument 25

Data Collection 28

Statistical Tools 29

Ethical Consideration 29

3 RESULTS

Level of Capability in responding to Emergencies 33

Level of Leadership Development 34

Level of Safety Culture of Firefighters 35

Significance on the relationship between Capability 37

in responding to Emergencies and Leadership
Development

Significance on the Relationship between Capability 39

in responding to Emergencies and
Safety Culture of Firefighters

Significance on the Relationship between Safety 41

Culture of Firefighters and Leadership
development

Mediation Analysis of the Three Variables 42

4 DISCUSSION

Level of Capability in responding to Emergencies 45

Level of Leadership Development 47

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Level of Safety Culture of Firefighters 48

Significance relationship between Capability in 49

responding to Emergencies and Leadership
Development and Safety Culture of Firefighters

Mediating Effect of Safety Culture of Firefighters 51

on the relationship between Capability in
responding to Emergencies and Leadership
Development

Conclusion 52

Recommendations 53

REFERENCES

APPENDICES

A Research Instrument 58

B Letter to Conduct the Study 82

C Letters to the Evaluators 84

D Validation Sheet for Research Questionnaires 88

E UMERC Certificate of Approval 94

F Public Forum Certificate 96

G Turnitin (Plagiarism Checker) Result 98

H Editor’s Certification 100

I Informed Consent Form 103

CURRICULUM VITAE

LIST OF TABLES
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Table Page

1 Level of Capability in responding to emergencies 34

2 Level of Leadership Development 35

3 Level of fire fighter safety culture 36

4 Correlation between capability in responding to 38

emergencies and leadership development

5 Correlation between capability in responding to 40

emergencies and leadership development

6 Correlation between fire fighter safety culture 42

and Leadership development

LIST OF FIGURES
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Figure Page

1 Conceptual Framework Showing the 19

Variables of the Study

2 Map of Philippines Highlighting the 24

City of General Santos

3 Path Diagram for the Regression Mode 44

ACKNOWLEDGMENT
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The researcher would like to acknowledge and express her deepest

gratitude and appreciation to those who are generous in extending their time,

support and expertise for the completion of this study.

The researcher extended his warm thanks to:

The Professional Schools, University of Mindanao for providing an

avenue for the researcher to broaden my capabilities and knowledge;

Dr. Nestor C. Nabe, her adviser, for his valuable assistance, wisdom and

mentoring support to complete the study;

My office-mates at BFP Regional Office XII-Admin Division and

friends for moral support and advice's and for making the researcher smile

despite of stress;

My parents, Brothers, Kuya Axl, Bai Jholaiza and Albanie who have

provided her with constant encouragement, love, values and support;

Finally, her utmost thank is given to our Almighty Allah (swt), for

continuously bestowing the researcher’s blessings and intellect and patience to

pursue the study and complete his research paper

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DEDICATION

I dedicate this research study to my family,

who has always been my life’s inspiration,

without them it could never have been completed.

A.A.E

Chapter 1
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INTRODUCTION

Rationale

All levels of fire service leadership's inability to complete duties on

schedule, useless and meaningless labor, harmful and counterproductive

behavior, and overall discontent with present organizational leadership might

occur. It has a tremendous influence on our employees' mental health and well-

being. This stress can have devastating short- and long-term consequences

(Buckman II, 2018). There are many things that a fire department's leadership

accomplishes well. Still, there are also instances when things go wrong in the fire

service. The Fire Chief and the rest of the department's leadership staff can be

held responsible (Hamm, 2006).

Lack of leadership training in all-volunteer fire departments highlights the

importance of developing such activity. The problem is made worse because

public safety groups are being asked to provide an increasing number of

functions (Philbrick, 2010). When firefighters are not in battle mode, they must

now consider preserving the elements of a strong and successful leader. The fire

department is evolving dramatically and will continue to do so in the future. Every

aspect of company officers' and battalion chiefs' daily tasks has changed due to

this shift. (Warren, 2018).

In addition, the disaster response to emergencies and leadership has a

significant relationship because leadership duties are performed under severe

stress situations, with little time to consider and confer before making choices,

limited information. Leaders are assessed by their actions and inactions when
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responding to emergencies. In worry, confusion, and turmoil, leaders are

required to take command of the situation, reduce the disaster's consequences,

and be decisive. Leaders are required to have a clear vision, lead the public to

safety while minimizing dangers and navigate through the hazy fields to recovery

and normality (Alouch, 2015).

There have been many studies about the mediating effect of fire safety

culture on the relationship between responding to emergencies and leadership

development in different countries. Still, the researcher has not come across a

study in the local setting, particularly in region 12. This study aims to learn about

the leadership skills that firefighters at all levels of the organization value. It is

intended that any gaps between what is considered vital and the leadership

abilities would be found. Individual fire departments and the community will

design initiatives to close these perceived gaps using this information.

Research Objective

The aim of the study was to determine the mediating effect of safety

culture on the relationship between capability in responding to emergencies and

leadership development of firefighters. This study sought to attain the following

objectives:

1. To assess the level of capability in responding to emergencies in terms of;

1.1. fire safety enforcement,

1.2. firefighting operations,

1.3 emergency medical services,

1.4 special operations,

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1.5 fire arson investigation, and

1.6 disaster management.

2. To ascertain the level of leadership development in terms of;

2.1. communication,

2.2 workplace environment,

2.3 planning and organizational development,

2.4 human resource development, and

2.5 problem solving and conflict resolution.

3. To measure the level of fire fighters’ safety culture.

4. To determine the significant relationship between;

4.1. capability in responding to emergencies and leadership development.

4.2. capability in responding to emergencies and fire fighters’ safety

culture.

4.3. fire fighters’ safety culture and leadership development.

5. To determine the significance of the mediating effect of safety culture on the

relationship between capability in responding to emergencies and leadership

development of firefighters.

Hypotheses

The following null hypotheses were tested at 0.05 level of significance

1. There is no significant relationship between capability in responding to

emergencies and leadership development.

2. There is no significant relationship between capability in responding to

emergencies and firefighters’ safety culture.

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3. There is no significant relationship between firefighters’ safety culture

and leadership development.

4. The mediating effect of firefighters’ safety culture in the relationship

between capability in responding to emergencies and leadership development is

not significant.

Review of Related Literature

This section presents the readings from the related literature, various

books, journals, and online articles relevant to the study. The mediating variable

is the firefighters' safety culture towards the relationship between capability in

responding to emergencies and leadership and how these variables are

associated.

The independent variable is capability in responding to emergencies. It

has the following indicators: fire safety enforcement, firefighting operations,

emergency medical services, special operations, fire arson investigation, and

disaster management (Aquino, Quilana, and Avila, 2016). On the other hand, the

dependent variable is leadership development with the following indicators:

communication, workplace environment, planning and organizational

development, human resource development, problem-solving, and conflict

resolution (Armstrong, 2004).

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Capability in Responding to Emergencies

"First responders," as a word is often used, refers to law enforcement,

firefighting, and emergency medical professionals. However, these responders

are not the only assets needed in the aftermath of a violent attack in cases in the

world. The phrase "emergency responder," on the other hand, refers to all

members of a community who could be needed in the case of a natural or

manufactured disaster, or a terrorist attack (La Tourrette et al., 2003)

Furthermore, firefighters are emergency response professionals who react

to calls concerning building or forest fires, car, airplane, rail disasters, or medical

crises. They're frequently the first on the scene. Even though some first

responder tasks differ depending on the incident, the physical environment, and

the firefighters' training, firefighters across the country have comparable

obligations, such as fast reaction, multitasking, and rescue procedures (Blake,

2019).

Assesses the situation or gets orders from dispatch, a higher officer, or

coworkers. He could help with accessing a locked home or business building

during a fire scene, for example. Firefighters may assist in the setting up of

ladders, the removal of debris obstructing an entry, or the knocking out of a

window or wall to provide an entrance, as well as assisting in the pushing back of

the fire with high-pressure water or fire-suppression foam (Duty of Firefighter,

2015). Similarly, firefighters must remain on-call 24 hours a day, seven days a

week, as ordered, and respond immediately when a call comes in. They must not

only put out fires, but they must also get their gear and ride with others to the
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location or drive the fire truck or another emergency vehicle. Suppose the

incident occurs in a remote place. In that case, firefighters may be able to

parachute from a helicopter to a nearby area.

Firefighters also seek to rescue humans or pets in danger or trapped at a

site by quickly collecting gear and supplies dropped to the ground and using

navigational equipment (Blake, 2019). Meanwhile, firefighters could break inside

a smashed car or enter a blazing structure, as the finest example. With the

assistance of one or more emergency workers, a firefighter frequently carries a

person or pet out of harm's path in his arms, over his shoulder, or on an

immobilizing backboard.

Similarly, the fire service's job has evolved over the past several decades

from mostly operational to encompass a broader range of actions to improve fire

safety in society. Theoretical understanding of fire formation, building fire

dynamics, and fire safety engineering has also advanced. In recent decades,

several areas where fire dynamics theories have supported and enhanced fire

service efforts related to structure fire protection are notable examples. Despite

these instances, the quality of information transfer from theory and research to

the more practical realm, such as firefighting actions, is occasionally questioned

(Marrzykowsi, 2012).

Furthermore, medical aid is part of the duty of firefighters, who can

respond to medical emergencies rather than flames. Firefighters provide basic

first aid and care regardless of the type of incident. He could, for example,

conduct cardiopulmonary resuscitation or soothe and reassure a wounded

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person until an ambulance comes, while also monitoring vital signs, bandaging

wounds, clearing airways, and administering intravenous fluids or medications

(Blake, 2019).

The primary reasons for this are that the latter has a considerably shorter

timescale and defined processes and techniques that perform effectively in most

operational scenarios. Overall, the application of fire dynamics in the fire service

might be improved. A path ahead could be a closer relationship between theory

and practice in education and training (Johansson & Svensson, 2018).

In this regard, fire emergency response necessitates the processing and

communication of information promptly to organize teams that safeguard lives

and property. Students preparing to work as fire emergency responders must

communicate effectively, process, and process the information while performing

dangerous, demanding, and time-sensitive tasks. Interviews with experienced fire

emergency responders and observations of team burn training exercises with

students are part of ethnographic research being conducted by firefighters.

Firefighters distill key elements of firefighting practice for use in the development

of fire emergency service education systems. (Zachary & Toups and Kerne,

2007).

Finally, fire protection response and care are essential services local

governments often offer through the fire department. For these services to be

effective, they must have enough resources strategically placed to respond to

crises in a fair and timely way (Merrell et al., 2018)

Leadership Development
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The Bureau of Fire Protection agency is a big organization. It leads expert,

skillful, active, and dedicated leaders. BFP was working on firefighting and

implemented its mission and vision Grant et al. (2015). A quote "Lead, Follow, or

Get Out of the Way." We liken firefighting to frontline operations in the fire

service, and in many ways, it is. People set up command structures to handle

every incident we respond to. We use military titles like "lieutenant" and "captain."

The workplace, the fire ground, is strict. Orders are expected to be carried over

without hesitation. It's also incorporated military principles like "situational

awareness" and "meeting objectives" into firefighting operations. It sticks to

safety protocols (Standard operating procedures), like well-planned battle plans

based on years of experience.

And in the most part, this method has shown to be highly effective in the

fire service's mitigation of all types of emergencies. What many other people see

as disarray is a well-thought-out incident action plan (Initiative, which is a battle

plan) carried out including healthy and experienced firemen (soldiers),

commanded by company officers (commissioned officers), and overseen by

chiefs (Warren, 2018).

Similarly, in today's fire department, a technique to direct his troops in

combat is still required. Operating in combat mode has become a progressively

smaller portion of the day for today's fire officer. Leaders must now consider how

to preserve the characteristics of an efficient and consistent leader when they are

not in battle mode. The fire department is evolving dramatically and will continue

to do so in the future (Terwilliger, 2004).

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Still, no one is a born leader—everyone can develop leadership skills and

benefit from using them. Whereas most people think that leaders are born with

the natural traits of excellent communication, enthusiasm, and cooperation,

nothing could be farther from reality (Luthra & Dahiya, 2015). However,

leadership leads a group of people or an organization, giving guidance, direction,

authority, control, management, superintendence, supervision. Many forms of

leadership may be applicable in fire service. One of these was the Democratic or

Participative Leadership.

According to this leadership style, the leadership decentralizes power. It is

distinguished by hierarchical consultation and involvement in the formation of

plans and policies. It urges people to take part in judgment calls. It will increase

their excitement. Employees have the impression that management cares about

them, as well as their thoughts and proposals. As a result, they will provide their

recommendations for improvement (Smriti Chand, 2019).

Being able to be a good leader is started within ourselves. Discipline may

impose on us before others can support us, and we must apply honesty and

integrity (William, 2019). It is impossible to achieve true success without it,

whether on a section gang, a sports field, in the army, or from an office." Honor

and integrity are two essential qualities in a successful leader. How can you

expect your followers to be truthful if you lack these qualities? (Hassan, 2017).

Thus, leaders succeed when they stick to their values and core beliefs,

and without ethics, this will not be possible (Maxwell, 2018). Devotion,

enthusiasm, empathy, honesty, and integrity will show through different

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situations. A leader's capacity to communicate and make decisions are also

significant aspects of their success. Finally, two key traits that identify a leader

are originality, innovative thinking, and a futuristic vision (Tracy, 2019).

Furthermore, firefighters' main task is to impose the fire code they

implemented; strong leadership should consider it. Taking action earns the title of

leader. Being a firefighter commander is made, not given, with a promotion to a

higher level. (Reilage, 2017).

Poor management can lead to the dissolution of an organization if it leads

to the misrepresentation of specific organizations (Paul, 2018). The researcher

emphasized that independent thinking is not exactly stressed in the fire

department. New firefighters are taught to listen, follow orders, and operate in

predictable, quantifiable ways from the moment they attend drill school. New

firefighters are not encouraged to challenge the system or ask why certain things

are done the way they are. Recruit Training and certification programs are meant

to produce successful, foreseeable firefighters who can operate independently

while staying within the organization's regulations and procedures. Firefighter

training is meant to follow a set of guidelines (Cox, 2012).

In addition, issues in society must be identified, classified, and prioritized

by fire department officials. These hazards provide intrinsic threats to the

community's residents and visitors and their property and the surroundings.

(Donohue, 2006). Hazards are the sources of danger and peril in the community.

Risk is a measurement of the hazard's potential for harm. Measuring community

risk necessitates a rational, systematic, and consistent technique that can be

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used and repeated year after year throughout the whole community. Leaders

may use these approaches to analyze the risks posed by recognized hazards to

identify the possible adverse effect of fires, medical emergencies, hazardous

materials accidents, technical rescue incidents, and other sorts of occurrences

(Merell et al., 2018).

However, poor management exemplifies how fire service officials have

demonstrated a lack of willingness to learn from their errors. Unfortunately, due

to this failure, organizational leaders seek to build dynamic companies with

strong response capabilities while employing out-of-date hierarchical

management structures. Put another way; we must admit that forming

successful; active groups is difficult to impossible.

The primary goal of this thesis is to figure out why the emergency services

maintain such high cultural rigidity and how leaders may eliminate, modify, or

influence fire service culture to encourage good behavioral changes. Authorities

and their views of leadership duties and obligations must be transformed for

reforms within time-honored organizations to be effective (Ashkenas et al., 2002).

Leaders must realize their employees' potential and the advantages that

development offers to the system. Firefighters as essential assets to the system's

operation, shifts in perception and practice are required. In addition, adequate

resources must be allocated to create, train, and sustain this asset so that the

system can demonstrate its commitment to professional development programs.

Fire departments spend millions of dollars on equipment, maintenance,

and training to operate efficiently (Armstrong, 2004). The strength of successful

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tactics and the transformational potential of a compelling vision, rather than

hierarchy, rank, or standard operating procedures, is advocated for new

leadership strategies (Waugh & Streib, 2006).

The department will fail if the leader and the leadership team fail to

collaborate, budget, plan, encourage and support a competent workforce. As well

as the other fire officers on your squad share the responsibility of leadership. The

fire department has the look of a large military ship. The success of a fire

department begins and ends with its leadership (Murphy, 2019).

Firefighter safety culture

The firefighter's image, the cornerstone of local fire service culture, is

based on selfless heroism. A fireman is always ready to confront any danger

and, if necessary, to make the ultimate sacrifice in case of emergencies and

property.

Firefighting and emergency operations have intrinsic risk concerns that

have been acknowledged and entirely accepted as inevitable work risks.

Generations of firefighters have been subjected to tremendous dangers, in most

cases, because their job was deemed necessary, and they had few options.

(FEMA, 2015). Safety precautions, apparatuses and hardware technology,

accessible training and safety resources, and safety requirements are all at the

finest and safest levels ever seen in emergency services history (Schein, 2014).

Furthermore, safety culture is made up of members' beliefs, attitudes, and

values that are formed over time due to their interactions with other people in the

organization. Safety culture creates foundations that promote understanding of

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how safety practices and values affect individuals and organizations. (Pessemier,

2017).

Correlation between Measures

The Bureau of Fire Protection mission; we commit to prevent and suppress

destructive fires, investigate their causes, enforce fire code other related laws,

respond to artificial and natural disasters and other emergencies BFP Manual

(2015); its purpose is to ensure operational readiness of all firefighters. The local

government has direct responsibility for the safety of the people, knowledge of

the situation and accompanying resources requirements, proximity to both event

and resources FEMA Independent Study (2016).

It features an emergency services department that can respond to crises

24 hours a day, seven days a week. Law enforcement, firefighting, emergency

medical services, and public works are among them. They are also known as first

responders or emergency response workers. Furthermore, the Philippines'

Bureau of Fire Protection (BFP) is a government organization tasked with

suppressing and preventing damaging fires, enforcing applicable laws, and

providing emergency medical and rescue services (Sanchez, 2013).

The country is saddled with aging and inadequately installed or

constructed infrastructure, including electrical systems, which thus pose a

significant fire risk BFP Safety Enforcement Manual (2013). Furthermore, the

combination of two of the country's fewer distinguishing traits – sweltering

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summers and wet monsoon seasons – puts the country's insufficient systems

under constant strain year-round. The BFP receives no relief during the vacation

season. The Filipinos' addiction to pyrotechnics, particularly during the Christmas

season, poses a new danger to life, livelihood, and property (Milen, 2009).

Furthermore, it's no exaggeration to say that the BFP has its job cut out for

it. To make matters worse, the BFP has been criticized for having a reputation for

corruption and incompetence since its inception. However, significant work has

been put in over the years to bring the BFP to the level of competence and

professionalism required to carry out its responsibilities correctly (Sanchez,

2013).

On the other hand, firefighters are often the first responders to natural

disasters, terrorist attacks, mass fatalities, and environmental calamities. They

are exposed to deaths, vehicle accidents, child abuse, domestic violence,

murders, suicides, and other catastrophes in their duty as first responders (Fisher

& Etches, 2003; Meyer et al., 2012; Milen, 2009).

Fire stations are the most visible evidence of the government's

commitment to the community's overall safety and well-being. Employees of the

fire department live and work in the neighborhoods surrounding the fire station

seven days a week, 24 hours a day. Some fire departments thrive at politics, but

they realize its limitations if it is their only method of community involvement and

influence. A critical fire service practice is the decentralized deployment of

resources and services into communities (Compton, 2001).

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Further, although this fact presents a massive opportunity for fire

departments, many do not fully use it. Fire brigades should be mission-related

active community players, participating in critical decisions, and supported by

civic leaders. (Bates, 2018). Using a "systems" approach to integrating essential

fire and life safety mission components into a community's basic leadership

structure improves customer service. It raises fire department leaders' overall

stature. This does not happen by accident. It needs more than essential political

activism in support or opposition to causes and politicians (Kolzow, 2014).

Moreover, the firefighters cannot expect to thrive in a political environment

that fosters partnerships, coalitions, and constructive connections if it isolates

itself from other organizations, problems, and players. It, like everyone else with

a purpose, requires assistance to succeed. (Sawyer et al., 2016).

While fire departments have developed many initiatives and events to

increase their degree of community participation, the following are examples of

such programs: Tours of fire stations, blood pressure checks at fire stations,

health fairs, and other activities are all part of the program. Inspections of child

safety seats in vehicles, immunization clinics, and public education campaigns.

(Compton, 2001).

Likewise, saving lives necessitates those authorities in charge of public

safety operations to guarantee that emergency response staff are fully

committed. Because fire departments play such an essential role in safeguarding

residents' lives, fire officers must grasp the value of dedication to improve fire

service productivity and effectiveness. Today's dynamic public safety work

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environment is reprinted with the property owner's permission. Both fire chiefs

and firefighters face possibilities and problems due to the prohibition on further

replication without authorization. However, no studies have attempted to assess

firefighters' dedication. This study gives additional information to help fire chiefs

and officers understand and manage their subordinates more effectively

(Silverman, 1994).

Furthermore, the fire service faces significant political and economic

pressures to control expenses while still improving the scope and quality of

emergency services. Successful fire departments must accomplish these

strategic objectives to survive and remain competitive in the future. Privatization

is an emerging issue within the fire service. It provides choices for community

leaders when deciding who will provide emergency services. These issues

represent threats and opportunities for reproduction with the permission of the

copyright owner. Further reproduction is prohibited without the consent of

progressive fire chiefs knowledgeable of those specific leadership practices that

result in subordinates with high levels of organizational commitment (Lowe,

2000).

The above readings from various authors have discussed the capability in

responding to emergencies and the leadership development of firefighters.

Furthermore, this study can raise the power in responding to emergencies and

how leadership development dramatically affects the safety culture of firefighters

and in what manner they can adjust and cope with it.

Theoretical Framework
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This study is anchored to the proposition of Caro (2016), who stated that

the transformational emergency system leadership was nexus of performance

excellence in emergency management. It is also posited to reflect the nature of

the emergency management system. It focuses on synergistic decision-making

and change in a highly complicated, dynamic, and unpredictable setting. Leaders

in this transformative emergency system leadership are well-conditioned

physically and mentally to satisfy the expectations and hardships of

transformational emergency performance management.

Also, in the study of Merell (2019), firefighters and fire department leaders

should have management of local government decision-makers so fire service

leaders may assess how fire department responsiveness and performance

during times of crisis influence their local community, especially in today's ever-

changing economy.

Meanwhile, Day and Antonakis (2012) asserted in their study that the

behavioral theory emphasized the leader's actions rather than their

characteristics, considering the many methods in which leaders exercised

leadership regarding their followers.

Furthermore, huge-scale catastrophe operations often include many

organizational and individual players, and leadership requires accurate

information. The key and missing aspect in the inadequate emergency response

was leadership. Rather than organizational transformation, leadership

development should focus on enhancing authoritarian leadership. Leadership

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requirements change, and comprehensive emergency management provides a

unique set of problems compared to emergency response (Waugh, 2016).

Conceptual Framework

As shown in the conceptual framework in Figure 1, the independent

variable in this study focuses on the capability in responding to emergencies with

its indicators namely; fire safety enforcement which refers to the set of practices

intended to reduce the destruction caused by fire; firefighting operation which is

the act of attempting to prevent the spread of and extinguish significant unwanted

fires; emergency medical services which refers to the emergency responses

related to emergency medicine services on fire service; special operation

consists the special operation on fire service on hazardous material, urban

search and rescue, swift water rescue and others; fire arson investigation one of

the main functions of the Bureau of Fire Protection when fire occurred; disaster

management is the management on the events includes multiple strategies to

reduce or remove the impact of hazards and increase the resilience of the

community by the fire service.

Figure 1 shows the dependent variable in which focuses on leadership

development which includes communication which can be categorized into four

major types: verbal, non-verbal, written and visual. It is often the root of

everything that goes right or wrong especially on the incident scene (Tippet,

2014). Workplace environment is the management and professional leadership,

can build a more positive workplace environment (Nicholson, 2017), planning

and organizational development, a complete planning and organizational

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progress process will include formal training, interesting field experiences, and

autonomous learning efforts. Human Resource Development, organized activity

for increasing the procedural skills of the firefighters to enable them to do

particular jobs efficiently. Problem Solving and Conflict Resolution, conflict

resolutions become apparent in strategies that develop one competency while

assisting in the development of the other (Armstrong, 2004).

Independent Variable Dependent Variable

Leadership Development
Capability in Responding
to Emergencies Communication

Fire Safety Enforcement Workplace Environment

Path b
Firefighting Operations path c Planning and Organizational
Development
Emergency Medical
Services Human Resource
Development
Special Operations
Problem Solving and Conflict
Fire Arson Investigation Resolution
Disaster Management

path a path b

Mediating Variable

Firefighters’
Safety Culture
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Figure 1. Conceptual diagram of the study

The mediating variable is the fire fighter safety culture. It is to describe the

safety culture of firefighters when combating fire incidents and other

emergencies.

Significance of the study

The global importance of this study is that when there is good leadership

development, there will be a safety culture by the employee within the

organization. The capability to respond to emergencies is appropriately handled.

The targets will be met and ultimately create a good outcome that will help

achieve its goal.

The outcome of this study will give important information to the

community; it will provide awareness and knowledge about fire risk reduction to

every individual. A severe accident can close down a workplace, resulting in

significant employment losses, in addition to potential injury and death.

Comprehensive fire safety training can help decrease the risk of fire to lives and

property by educating everyone on working together to avoid fires.

Law Enforcement deals with the great responsibility of the safety of every

living individual. This research will contribute to public safety and economic

growth by preventing and suppressing all types of deadly fires and crises.
 31

Finally, the outcome of this study will give further knowledge in combat

and responding to any emergencies. The research allows fire service leaders to

learn from their experiences, which will then help them to identify better ways to

respond to similar situations in the future, and it will be provided additional insight

into the future development of leaders in the field of emergency management.

Definition of terms

In order to have a common frame of reference of the terms used in this

study, the conceptual and operational definitions are provided herein:

Firefighters. In this study, this refers to the respondents who are in the

profession in responding in cases of hazardous fire and threaten life incidents

under the Bureau of Fire of the Philippines (BFP). Assigned within region 12 of

South Cotabato, Cotabato, Sultan Kudarat, Koronadal, Sarangani, General

Santos.

Safety Culture. The safety practices and procedures of the respondence

which are firefighters implementing and conducting firefighting within the offices

of BFP in region 12.

Capability in Responding to Emergencies. It refers to a responder who

is capable of reacting to crises 24 hours a day, seven days a week. They are

also known as first responders or emergency response workers. As applied on

 32

the BFP, it comprises fire safety enforcement, firefighting operations, emergency

medical services, special operations, fire arson investigation, and disaster

management.

Leadership Development. It refers to the respondence’ responsibilities of

a department head, division manager, or supervisor involving one of the

following: challenging the process; inspiring a shared vision; enabling others to

act; modelling the way; and encouraging to develop future leaders. It includes

communication, workplace environment, planning and organizational

development, human resource development and problem solving and conflict

resolution.

Chapter 2

METHOD

This chapter depicts the various methods of the study including research

design, research locale, population and sample, research instruments used to

measure constructs of interest, statistical tool.

Research Design

The study employed the quantitative non-experimental research design

that utilized descriptive-correlation technique. Descriptive-correlation research

was used to explain the fact-finding to establish the nature of something as it

exists and can be used to find new characteristics, meanings or relationships in

already existing data (Hakansson, 2013). Correlation method is a non-

experimental design which seeks to identify relationships that exist among

 33

variables and establishing relationships between two or more variables in the

same population or between the same variables in two populations (Creswell,

2005; Leedy & Ormrod, 2010).

A mediation model in statistics used a third hypothetical variable, known

as a moderator in the relationship, to analyze and understand the mechanism or

process that underpins an observed association between an independent

variable and a dependent variable (also a mediating variable, intermediary

variable, or intervening variable). In addition, correlation method was the most

appropriate research design because it determines the level of capabilities in

responding to emergencies, leadership development and firefighters’ safety

culture.

Research Locale

The study was conducted in the selected firefighters in fire stations of

Bureau of Fire Protection Region 12. Specifically, these personnel were assigned

in their respective unit assignment at Sultan Kudarat, South Cotabato, Sarangani

and North Cotabato Provinces of Region 12. Bureau of Fire Protection Region 12

personnel composed of one thousand thirty-five (1035) personnel as of July

2019, composed of four (4) provinces and fifty-five (55) fire stations. Regional

Office of BFP Region 12 was located at Prime Regional Government Center,

Barangay Carpenter Hill, Koronadal City. It has a two-level building which

composed of fifty-five (55) personnel. Each personnel designated as Chief

 34

Admin, Chief Operations, Chief Budget and Finance, Chief Accounting, Chief

Logistics, Chief Emergency Medical Services, Chief Internal Affair Services and

Chief Public Information Services.

Population Sample

This study was conducted in four Provinces of Region 12 including South

Cotabato, Sultan Kudarat, North Cotabato and Sarangani Province with

population of 1035 personnel as of July 2019. Stratified sampling was used in

determining the total population and selection of the respondents. The

researcher obtained three-hundred fifty (350) BFP personnel as the total number

of the BFP personnel involved in the study.

 35

Figure 2. Map of the Philippines Highlighting Region 12.

According to Nickolas (2019), stratification is a sampling procedure that

divides a population into smaller divisions called strata. The strata are

established based on the members' common qualities or characteristics in

stratified random sampling or stratification. Proportional random sampling or

quota random sampling are other terms for stratified random sampling. The

researcher prefers to use stratified sampling technique to select firefighters from

four Provinces of Region 12 to provide useful information required by the study.

In selecting the respondents, participants was selected from BFP

Personnel who have undergone Mandatory Fire Basic Recruit Course who are

assigned at Bureau of Fire Protection Region 12. These personnel were capable

of answering the survey questionnaire given. Other than the criteria mentioned in

inclusion, no respondents were included if they have not yet undergone the Fire
 36

Basic Recruit Course set to the newly absorb Fire Officer One since they are not

yet equipped with knowledge, skills, and experience in the Fire Service.

The participation was voluntary and they can withdraw anytime without

any consequence or loss of the benefits from the Fire Service. They can also

withdraw from being respondents if they feel discomfort in participating the

survey.

Research Instrument
Three sets of survey questionnaire was used in this study. It was

contextualized in the local setting and subjected to validation by panel and

experts. The first set of the tool assessed the mediating variable which is the

safety culture of firefighters adopted from the study of Freany (2011). The

respondents was indicated their answers on Five-Point Likert Scale that ranges

from 5-1 corresponding from strongly agree to strongly disagree. The scale was

used in order to measure the level of firefighters safety culture as shown below

with their respective range and mean:

Range of Means Descriptive Level Interpretation

4.20 – 5.00 Very High This mean that the firefighters safety
culture is always manifested by the
BFP Personnel
3.40 – 4.19 High This mean that the firefighters safety
culture is oftentimes manifested by
the BFP Personnel

2.60 – 3.39 Moderate This mean that the firefighters safety

culture is sometimes manifested by
the BFP Personnel

1.80 – 2.59 Low This mean that the firefighters safety

culture is seldom manifested by the
 37

BFP Personnel
1.00 – 1.79 Very Low This mean that the firefighters safety
culture is never manifested by the
BFP Personnel

The second set of the instrument is the independent variable which is

assesses the level of capability in responding to emergencies adopted from the

study of Aquino, Quilana and Avila (2016) with the following indicators namely,

fire safety enforcement, firefighting operations, emergency medical services,

special operations, fire arson investigation, and disaster management. The scale

was used to assess the level of capability in responding to emergencies as

shown below with their respective range of means and description:

Range of Means Descriptive Level Interpretation

4.20 – 5.00 Very High This mean that the capability in

responding to emergencies of
firefighters is Always manifested.

3.40 – 4.19 High. This mean that the capability in

responding to emergencies of
firefighters is Oftentimes manifested.

2.60 – 3.49 Moderate This mean that the capability in

responding to emergencies of
firefighters is Sometimes manifested.

1.80 – 2.59 Low This mean that the capability in

responding to emergencies of
firefighters is Seldom manifested.

1.00 – 1.79 Very Low This mean that the capability in

responding to emergencies of
 38

firefighters is Never manifested.

The third set of the instrument determine the dependent variable which is

the leadership development adopted from the study of Armstrong (2004) that

includes the following indicators: communication, workplace environment,

planning and organizational development, human resource development, and

problem solving and conflict resolution. The scale was used to determine the

lever of leadership development as shown below with their respective range of

means and description:

Range of Means Descriptive Level Interpretation

4.20 – 5.00 Very High This mean that the leadership

development of the firefighters is
Extremely Competent.
3.40 – 4.19 High This mean that the leadership
development of the firefighters is Very
Competent.
2.60 – 3.49 Moderate This mean that the leadership
development of the firefighters is
Competent.
1.80 – 2.59 Very Low This mean that the leadership
development of the firefighters is Slightly
Competent.
1.00 – 1.79 Low This mean that the leadership
development of the firefighters is Not
 39

Competent.

Data Collection

Upon the approval of the panel members, the researcher went through the

following steps and procedures in gathering data for the study. The researcher

wrote a letter seeking permission to the BFP Regional Director of Regional Office

12 to conduct the study in the Four (4) Provinces of BFP Region 12. Then, the

researcher personally administered the questionnaire to the target respondents

which was the BFP personnel of each respective province. The respondents

were given five calendars’ days to answer the given questionnaire.

From the first week of August to September, the questionnaire was

retrieved for tabulation. In order to make sure that all questionnaires was

retrieved at a hundred percent, again, the researcher went back to all fire stations

with which the questionnaires were distributed and retrieve them. The researcher

personally thanked the respondents for their valuable effort in answering the

questionnaire. After the questionnaire was gathered, the data was collated,

tabulated and tallied before they were subjected to statistical treatment and

analysis and interpretations answering the research problems.

Statistical Tool

For more comprehensive interpretation and analysis of the data, the

following statistical tools were utilized.

Mean was used to measure the levels of capability in responding to

emergencies, leadership development and firefighters’ safety culture.

 40

Pearson Product Moment Correlation was utilized to determine the

relationships of firefighters’ safety culture, capability in responding to

emergencies and leadership development.

Multiple Regression Analysis was used to measure the influence of

capability in responding to emergencies and firefighters’ safety culture on

leadership development.

Medgraph using Sobel z-test was used to determine the mediating effect

of firefighters’ safety culture on the relationship between capability in responding

to emergencies and leadership development.

Ethical Consideration

The researcher observed ethical standards in the conduct of the study by

adhering to the study protocol, and all the guidelines involving this study. The

researcher religiously requested and secured from the Regional Director down to

Provincial Fire Marshals and Municipal Fire Marshals corresponding permission

necessary for the conduct of the study. Proper permission was also their rights

would be fully protected, particularly in managing the data such as, but not

limited to:

Voluntary Participation. All the respondents that were involved in this

study was given the free-will to participate without any form of consequences or

penalty. Therefore, after presenting the purpose and benefits of the study to the

respondents, the rights of the respondents to contribute to the study was

carefully considered and adhered to.

 41

Privacy and Confidentiality. The respondent’s personal information

including all other data gathered from them that was required in the study was

kept private and utmost confidentiality of the same adhered upon strictly.

Informed Consent Process. The researcher questionnaire is free of

technical terms and is easily understandable to the respondents of the study; it

provides the population a clear view of benefits the Bureau of Fire Protection

may generate after the conduct of the study. The questionnaires were

administered with the consent and support of the BFP Personnel; therefore, no

research questionnaire was given to any respondents without permission from

the authored command channels.

Recruitment. The recruitment of the participants is based on inclusion

criteria where the BFP Personnel is fit with the standards set by the researcher

as indicated in the study’s Chapter 2. Formal letter addressed to the authorized

person (Regional Director of Bureau of Fire Protection Region 12) was drafted in

gathering data within the Region 12. No data were collected online or through

online platforms to have a personalized response on BFP Personnel inquiries.

Risks. The study did not involve high risk situation that the population may

experience in the area of physical, psychological, or socioeconomic concerns.

Benefits. This study may be useful to all uniform personnel specifically

the Bureau of Fire Protection as the results of this research may provide them

with clear picture as how they can improve their capability in responding to

emergencies and leadership development. In addition, the results of the study

may help the organization to design intervention policies and guidelines that may
 42

help the firefighters’ safety and skillful outcomes in their field. The result of this

study may also help future leaders in BFP to become more engaged and active

in taking part in the role of making best leaders in the organization.

Plagiarism. The study did not use any representations that cause

plagiarism. With the use of Grammarly, Turnitin software and/or any plagiarism

detector, consistency of grammar and minimization of similarly index were

ensured; giving the researcher the leeway in using her own words to express the

idea anchored from the authors of different studies.

Fabrication. The study was anchored on different studies which are

accurate and reliable. It ensures that researcher does not make any tale from her

literature and thus, stating the idea of the authors out from own idea and

understanding. There is no making up of data and/or over claiming the works of

others just to make the work fit. Models and theoretical framework used were

coming from accurate and reliable sources.

Falsification. In the same way, the study did not exaggerate the data

and/or commit over claiming the words of others just to make the work fit. Models

and theoretical framework used came from accurate and reliable sources. In the

study, falsification will not be observed.

Conflict of Interest. This study did not have any evidences resulting from

conflict of interest. The study is affected by a secondary interest such as financial

or academic benefits or recognitions, rather than a core goal such as the

participants' wellbeing or the validity of the research.

 43

Deceit. The study ensured the respondents that the data provided did not

lead them from any impending harm. There was no use of tricks or any

dishonesty to mislead and participant’s welfare.

Permission from organization/location. The study used formal letter

address to authorize personnel to give permission in seeking and gathering data

within specific organization and locations. The research conscientiously asked

permission the gathering within premises.

Authorship. Finally, a provision of clear and proper authorship such as

authorship, qualifications, authorship credit or based only on substantial

contributions to conception and design or acquisition of data or analysis and

interpretation of data will be ensured in the study. Drafting the article and revising

it correctly for important intellectual content and final approval of the version to be

published will be pursued by the researcher.

Chapter 3

RESULTS

The data gathered from the BFP personnel of region 12 as respondents

on the mediating effect of firefighters’ safety culture on the relationship between

capability in responding to emergencies and leadership development are

presented, interpreted and analyzed based on the research objectives as

indicated in the previous pages. The discussions follow the sequence of the

objectives such as: level of capability in responding to emergencies, level of

 44

leadership development, level of firefighters’ safety culture, significant

relationship between capability in responding to emergencies and leadership

development, significant relationship between capability in responding to

emergencies and firefighters’ safety culture and significant relationship between

firefighters’ safety culture and leadership development. Lastly, results of the

mediation analysis are also presented.

Respondents’ level of capability in responding to emergencies

Shown in Table 1 are the responses of the Bureau of Fire Protection

personnel on the level of capability in responding to emergencies. The overall

mean score of 4.68 or very high-level shows that all the indicators regarding the

capability in responding to emergencies are always manifested. The reflected

mean was attained based on the mean scores of disaster management, 4.72 or

very high; special operations, 4.72 or very high; fire arson investigation, 4.70 of

very high; emergency medical services, 4.67 or very high; fire safety

enforcement, 4.62 of very high; firefighting operations, 4.62 or very high.

Table 1
Level of Capability in responding to emergencies

Capability in responding to Mea

SD Descriptive Level
emergencies n

fire safety enforcement 4.62 0.52 Very High

4.62 0.34 Very High

Firefighting operations

4.67 0.36 Very High

emergency medical services

special operations 4.72 .35 Very High

 45

4.70 .38 Very High

fire arson investigation

4.72 .35 Very High

disaster management

Overall 4.68 0.30 Very High

Note: N=350

Respondents’ level of leadership development

Indicated in Table 2 are the ratings of the BFP personnel on the level of

leadership development. The overall computation for the leadership development

showed a very high score of 4.65. This means that the respondents always

manifested the importance of the specific items under this variable. The cited

overall mean score was obtained based on the mean scores of 4.70 or very high

for workplace development; 4.69 or very high for communication; 4.66 of very

high for human resource development; 4.65 of very high for planning and

organizational development; and 4.56 or very high for problem solving and

conflict resolution. A very high mean rating on the given items which was

manifested in the response of the respondents with a mean score of 4.70, 4.69,

4.66, 4.65 and 4.55 respectively.

Table 2
Level of Leadership Development

Leadership development Mean SD Descriptive Level

Communication 4.69 0.41 Very High
 46

4.70 0.39 Very High

workplace environment

planning and organizational 4.65 0.40 Very High

development

4.66 .42 Very High

human resource development;

problem solving and conflict 4.56 .45 Very High

resolution

Overall 4.65 0.35 Very High

Note: N=350

Respondents’ level of firefighters’ safety culture

Presented in the Table 3 are the ratings of the BFP personnel on the level

of their firefighters’ safety culture. Computation revealed an overall mean score

of 4.65, or very high rating, indicating that the respondents are very high

dedicated to their safety culture as a firefighter.

The score was derived from the eighteen (18) indicators stated on the

given questionnaire. A rating of 4.90, 4.82, 4.75, 4.73, 4.72, 4.71, 4.65, 4.63,

4.63, 4.61, 4.60, 4.59, 4.59, 4.58, 4.58, 4.58, 4.56, 4.47 and 4.40 respectively.

Table 3
Level of fire fighter safety culture
Descriptive
Firefighters Safety Culture Mean SD
Level
 47

I am genuinely concerned about safety on Fire/EMS 4.90 0.35 Very High

operations.
I am doing more now to promote safety than in the 4.82 0.42 Very High
past.
My organization has a defined process to set training 4.72 0.46 Very High
goals and to review performance.
My organization closely monitors proficiency and 4.58 0.55 Very High
currency standards to ensure personnel are qualified
to function.
The Health/Safety Policies and Procedures of my 4.65 0.62 Very High
organization is adequate in communicating standards
needed for conducting safe operations.
My organization has a reputation for high-quality Very High
4.75 0.50
performance.
My organization observes safety decisions that are 4.73 0.51 Very High
made at the proper levels
I take the time to identify and assess risks associated 4.63 0.53 Very High
with the Fire/EMS operations
I am provided adequate resources to accomplish my 4.40 0.64 Very High
job.
The equipment and facilities provided by my 4.59 0.53 Very High
organization are designed with safety in mind.
I would rather lose a building than unnecessarily risk 4.58 0.67 Very High
my personal safety.
In my organization, it can be relied on to keep its Very High
4.59 0.51
word
My organization is successful in communicating its 4.63 0.51 Very High
safety goals to unit personnel.
I set the example for compliance with standards. 4.56 0.61 Very High

I react well to unexpected changes to its plans. 4.47 0.62 Very High

I am adequately trained to safely conduct all of my 4.60 0.56 Very High

duties.
My morale and motivation at station/assignment is 4.61 0.56 Very High
high.

Health/Safety Section is well-respected in my Very High

4.71 .49
stations.

Overall 4.65 .31 Very High

Note: N=350

Correlation between Capability in responding to emergencies and

Leadership Development
 48

Displayed in the Table 4 are the results of the relationship between

capability in responding to emergencies and leadership development. By doing

an in-depth analysis, gleaned that the indicators of capability in responding to

emergencies and leadership development of BFP personnel revealed a

computed r-value0.256 with a probability value of 0.000 which is significant at the

0.05 level. This implies that the higher the capability in responding to

emergencies of BFP personnel, the higher will be the leadership development

acquired. Thus, the null hypothesis of no significant relationship between

capability in responding to emergencies and leadership development of

respondents was rejected.

Bivariate correlations dimension under the two variables were also

presented. As evident in the table, the r-value for the correlation between fire

safety enforcement and leadership development of respondents was 0.169 with

the p-value of 0.002 which is significant at 0.05 level. This implies that the fire

safety enforcement significantly and positively related with the leadership

development of BFP personnel and that the abrupt fast capability in responding

to emergencies of the member of BFP Region 12 influences the leadership

development.

Secondly, firefighting operations was also significantly related to the

leadership development of the respondents with computed r-value of 0.188 with

a p-value 0.000, which is significant at 0.05 level. In the same manner,

emergency medical services also significantly and positively related with the
 49

Table 4
Correlation between capability in responding to emergencies and Leadership
development

Leadership development Capability in responding to emergencies

A B C D E F Overall

communication .140** .219** .217** .253** .195** 170** .250**

(.009) (.000 (.000) (.000) (.000 (.000 (.000)

) ) )

workplace environment .153** .169** .175** .222** .161** .188** .219**

(.004) (.001 (.000) (.003) (.000 (.000 (.000)

) ) )

planning and .147** .169** .175** .222** .161** .188** .219**

organizational
development (.006) (.042 (.000) (.000) (.008 (.001 (.000)

) ) )

human resource .122* .142** .177** .201** .178** .174** .202**

development
(.22) (,008 (.001) (.000) (.001 (.001 (.000)

) ) )

problem solving and .153** .155** .208** .197** .172** .200** .217**
conflict resolution
(.004) (.004 (.000) (.000) (.001 (.000 (.000)

) ) )

Overall .169** .188** .232** .251** .201** .217** .256**

(.002) (.000 (.000) (.000) (.000 (.000 (.000)

) ) )
 50

A= fire safety enforcement, B= firefighting operations, C= emergency medical

services, D= special operations, E= fire arson investigation, F= disaster
management

leadership development of the BFP personnel as revealed in the computed r-

value of 0.232 with a p-value of 0.000, which is significant at 0.05 level.

The same goes with special operation (r = 0.251, p<0.000), fire arson

investigation (r = 0.201, p<0.000) and disaster management (r = 0.217, p<0.000).

Bivariate analysis revealed that these indicators significantly and positively

related with the leadership development of BFP personnel, which specifically

entails that the high level of their capability in responding to emergencies was

influenced the high level of leadership development.

Correlation between capability in responding to emergencies and fire

fighters’ safety culture

Presented in Table 5 are the results of the relationship between the

responding to emergencies and firefighters safety culture of BFP personnel of

region 12. By doing thoroughly analysis, it could be obtained that the overall

mean score of the responding to emergencies and firefighters safety culture of

the respondents revealed a computed, r-value of 0.317 with p<.000, which is

significant at the 0.005 level. This indicate that the higher the capability in

responding to emergencies showed by the BFP personnel, the higher their

firefighters safety culture implemented. Thus, the null hypothesis of no significant

relationship between capability in responding to emergencies and firefighters’

safety culture of the respondents was rejected.

 51

Likewise, the bivariate correlations of the measurement under the two

variables were shown in the table. The r-value on the correlation between the

firefighters’ safety and fire safety enforcement was 0.206 with p<0.000, which is

significant at 0.05 level. This indicates that the fire safety enforcement

significantly and positively related with the firefighters’ safety culture, and that the

increased of the capability in responding to emergencies in firefighters’ safety

culture takes from a better fire fighters safety culture.

Table 5
Correlation between Capability in responding to emergencies and Firefighters
Safety Culture

Capability in responding to emergencies Firefighters Safety Culture

.206**
(.000)
fire safety enforcement
.234**
(.000)

firefighting operations
.285**
(.000)
emergency medical services
.281*
(.000)

special operations
.258**
(.000)

fire arson investigation

.258**
(.000)

disaster management
 52

.317**
(.000)
Overall
Note: N=350 **Correlation is significant p<0.00 level

In the same manner, firefighting operations showed r-value of 0.234 and

p<0.000; emergency medical services with an r-value of 0.285 and p<0.000;

special operations with an r-value of 0.281and p<0.000; fire arson investigation

with an r-value of 0.258 and p<0.000; disaster management with an r-value

0.258 and p<0.000, which are significant at 0.05 level. These variables were

significantly and positively related to firefighters’ safety culture as shown in the

bivariate analysis. This indicates that a high level of capability in responding to

emergencies of BFP personnel of region 12 would likely be taken from fire

fighters safety culture. Thus, null hypothesis of no significant relationship

between capability in responding to emergencies and firefighters’ safety culture is

rejected.

Correlation between leadership development and firefighters’ safety culture

Shown in Table 6 are the results of relationship between leadership

development and firefighters safety culture of BFP personnel in region 12. Based

on the analysis, it was found out that the overall means scores of firefighters’

safety culture and leadership development indicated a computed r-value 0.281

and p<0.000, which is significant at 0.05 level. This means that the higher the

firefighters safety culture, the higher is the leadership development of the

respondents. Thus, the null hypothesis of no significant relationship between

leadership development and fire fighters’ safety culture was rejected.

 53

Likewise, the bivariate correlation of the measurement under the two

variables was shown in this table. The r-value for the correlation between

firefighters’ safety culture with communication was 0.223 with p<0.000;

workplace environment was 0.220 with p<0.000; planning and organizational

development was 0.258 with p<0.000; human resource development was 0.218

with p<0.000; problem solving and conflict resolution was 0.268 with p<0.000,

which is significant at 0.05 level. This indicates that a high level of firefighters’

safety culture significantly and strongly correlated with leadership development of

the BFP personnel of region 12. Thus, the null hypothesis of no significant

relationship between leadership development and fire fighters’ safety culture was

rejected.

Table 6
Correlation between Fire fighters Safety Culture and Leadership development
Leadership development Firefighters Safety Culture

communication .223**
(.009)
workplace environment .220**
(.000)
planning and organizational development .258**
(.000)
human resource development .218*
(.000)
problem solving and conflict resolution .268**
(.000)
Overall .281**
(.000)
Note: N=350 **Correlation is significant p<0.00 level
 54

Mediation Analysis of the Three Variables

To determine the mediation result of the three variables, path analysis was

used. The result revealed that paths capabilities in responding to emergencies

(X) to firefighters safety culture (M) to leadership development (Y) are all

significant with sign of the estimates unchanged. This result to a partial mediation

computation hence, the (M) partially mediates the relationship between the

variables (X) and (Y). As shown in Figure 3, every unit increase in capabilities in

responding to emergencies there is a corresponding 0.32 unit increase in M

(Firefighters Safety Culture).

Also, for every unit increase in Firefighters Safety Culture there is 0.25

corresponding increase in leadership development. Moreover, for every unit

increase in Capabilities in responding to emergencies there is a corresponding

0.21 unit increase in leadership development. In summary, following path X-M-Y,

for every unit increase in capabilities in responding to emergencies, there is a

0.21 unit increase in leadership development. This implies that leadership

development of firefighters can be enhanced by capabilities in responding to

emergencies but should passed through firefighters’ safety culture, hence, higher

firefighters safety culture mediates partially the capabilities in responding to

emergencies for leadership development of firefighters.

PARTIAL MEDIATION (WITH SIGN UNCHANGED)

Estimate S.E. C.R. P Label

MEANFS <--- OverallIV1 .321 .052 6.236 ***
 55

Estimate S.E. C.R. P Label

OverallDV <--- OverallIV1 .214 .061 3.478 ***
OverallDV <--- MEANFS .253 .061 4.176 ***

Variances: (Group number 1 - Default model)

Estimate S.E. C.R. P Label

OverallIV1 .092 .007 13.210 ***
e2 .085 .006 13.210 ***
e1 .109 .008 13.210 ***

Capabilities in Leadership
responding to development
emergencies

C=0.21 C =0.09

Figure a) Effect of IV and IV without considering mediation.

 56

Figure b) Effect of IV on DV including mediation

Figure 3. a) A significant direct relationship between A and C is established.

b) Firefighters’ safety culture as a mediator
 57

Chapter 4

DISCUSSION

This chapter presents the discussion, conclusion, and recommendation derived

from the result of the study.

Capability in responding to emergencies

Among the six indicators in the level of capability in responding to

emergencies, the respondents perceived that the special operations and disaster

management dominated over the other four, namely: fire safety enforcement,

firefighting operations; emergency medical services; and fire arson investigation.

Based on the data, the high level of special operations and disaster management

indicated that the BFP personnel of Region 12, especially Special Rescue

Operations, ensures resource operability and cooperation in other

agencies/offices in the implementation of disaster response operations/support

needed are present.

The said finding is in addition to the pronouncement of Barayuga (2016),

who created the memorandum circular number 2016-003 implementing the new

mission of the Bureau of Fire Protection in the Philippines; the said mission

stated, "We commit to prevent and suppress destructive fires, investigate its

causes; enforce Fire Code and other related laws; respond to artificial and

natural disasters and other emergencies. It implies that the BFP is not only in

combating fire but including natural disasters and other emergencies.

 58

The two indicators on the independent variable, such as disaster

management and special operations, had the same very high rating. The

statements focus on handling disaster in calamities and how the Special Rescue

Unit of BFP of region 12 handle emergencies when it occurs or happens. Further,

when special operations are included in firefighting operations conducted by the

BFP, they are constantly coordinating with the management of the

building/structure for the initial gathering of information. Thus, it gives importance

to conduct Damage Assessment and Need Analysis and respond to the incident

with complete PPE.

Because the Incident Commander/Ground Commander always

collaborates with the building's administration for initial information collection, the

Incident Commander/Ground Commander has the authority to proclaim "fire out."

This study connected to Fire Service Manual Vol. 2, 3rd Edition (2008) that while

firefighters have traditionally done fire inspections as part of the fire protection

division, an increasing number of departments are turning to firefighters to fulfill

the growing need for checks. Fire rules become increasingly important in

ensuring a fire-safe environment as more detailed codes, and standards are

introduced. Annual fire inspections done by the fire service are typically used to

enforce fire prevention.

In addition, the ground commander directs the conduct of fire operations

by the phase of firefighting, whenever applicable. If feasible, position and operate

beneath barriers (fences, walls, etc.). The goal is for employees to use safe

placement wherever possible/available to avoid potentially dangerous situations

 59

such as rapid depressurization explosions, structure collapse, and so on. It is

connected to the study of phoenix regional standard operating procedures that

Working areas should be as far away from the affected region as feasible while

staying effective while operating in a defensive strategy.

In summary, the BFP personnel of region 12 manifested a very high level

of ratings in all the indicators under the capability to respond to this study's

emergencies. This means that the respondents evaluated themselves as capable

of responding to any emergencies in line with their functions and duty as

firefighters.

Leadership development

The very high rating on the workplace environment was always

manifested in the responses of the respondents. This was an indication that the

BFP personnel always establishes rapport quickly and is approachable;

consistently applies policy and procedure; encourages and maintains a healthy

working environment; respects diversity and inclusion; able to provide helpful and

constructive performance appraisal; actively expresses care and concern for

another's welfare; and creates and ensures a discrimination-free environment.

These statements connected to Surji (2014) that outstanding leadership deals

with various aspects of corporate culture, such as employee performance and

happiness, working conditions, and accomplishment incentives.

The respondents' responses aligned to the sets of Dwyer (2018) that to

provide successful fire service to its citizens, fire commanders must urge

employees to follow operational rules and tactics, including cost control

 60

constantly. In contrast to the steady settings of traditional operations, fire officers

lead fire departments under a unique phenomenon of unpredictability in everyday

operations.

A very high mean rating on the workplace environment was manifested in

the response of the respondents. It implies the importance of the following

statements; I establish rapport quickly and is approachable; I apply policy and

procedure consistently; I encourage and maintain a positive work environment; I

respect diversity in the workplace; I can give helpful and constructive

performance evaluations; I actively express care and concern about the welfare

of others, and I create and ensure an environment that is free of discrimination

and harassment.

Firefighters' safety culture

Among the given eighteen (18) items on the level of firefighters' safety

culture, item number 1, which stated that I am genuinely concerned about safety

on fire/ems operations, got very high response from the responder. It is an

indication that the Bureau of Fire Protection agency was genuinely concerned

about the safety of personnel on fire and ems operations; doing more to promote

security than in the past; has a good reputation for high-quality performance;

observes safety decisions; set training goals and well respect in all level of

stations.

All finding is in addition to the study of FEMA (2016) that the safety of all

firefighters was to change the mindset of firefighters needs to be a priority. The

statements are also consistent with, as stated in OSHA's (2015) research that
 61

found that once firefighters arrive at an emergency site and place their gear, they

conduct a range of manual activities and work circumstances that do not put BFP

employees in danger.

Significance relationship between capability in responding to emergencies,

leadership development, and firefighters' safety culture

Capability in responding to emergencies and leadership development

were also positively and significantly related, which means that the higher the

power in responding to emergencies, the higher the leadership development

performed by the BFP personnel of region 12. It is consistent with Bahauddin and

Iftakhar's (2017) pronouncement that the displaced communities are always

worried in the early phases of disaster response about whether the leader has

correctly grasped and interpreted the magnitude of the crisis how they will be

guided out of it. One of the situations experienced by BFP staff in disaster

management or response is the discipline of dealing with and avoiding hazards.

When natural or artificial catastrophes strike, it is a discipline that encompasses

planning, assisting, and rebuilding.

Furthermore, FEMA (2005) stated that to efficiently guide the organization

and the community in planning for, avoiding, and responding to actual

emergencies and catastrophes, you must have strong leadership and influence.

Direction, orientation, collaboration, and motivation are all essential aspects of

incident management leadership. It is suggested that preparation, dedication,

and cautions should always be applied when responding to every emergency.

Moreover, capability in responding to emergencies and firefighters' safety

culture are positively and significantly related, which implies that the higher the
 62

application of capability in responding to emergencies of BFP personnel, the

higher is the firefighters' safety culture does. FEMA (2015) discussed that the fire

and rescue service's culture is a key factor in firefighters' rising number of

fatalities. The characteristics of organizations, such as the fire and emergency

services, are also stated. With a better knowledge of the culture, safer

procedures may be developed to minimize the number of firefighters killed and

wounded each year.

This culture has not been briefly described, although research shows it

exists as a distinct notion with distinct traits not seen in non-uniformed

professions.

Also, according to Freany (2011), safety behavior was the observance of

established safety principles and methods (e.g., the wearing of personal

protection equipment, not taking unsafe shortcuts). The safety system in which a

workforce is involved might impact and influence their safety awareness. It is

indicated that it focuses on supporting all personnel of an agency to be involved

and committed in administrative health and safety while on duty, attending to and

returning from requests for service, and operations at emergency cases.

Lastly, firefighters' safety culture and leadership development were

positively and significantly related. It means that the higher the enactment of

firefighters' safety culture of BFP personnel, the higher leadership development

fulfilled. Such a relationship substantiates the assertions made by Dixon (2017)

that our ability to enhance our culture within the emergency services is

dependent on our mindsets. Also, the fire service culture differs across the
 63

country. How a particular culture has grown depends on where the organization

is located and how old it is. This deeply ingrained belief system will have a

strategic and tactical influence on operations.

In conjunction, the same assentation was confirmed by Cox (2012) that

comprehension and having to follow fire service traditions is essential because it

reminds firefighters of their purpose, commitments, and to examine the academic

and cultural foundations of performance management, as well as to explore the

psychological factors that constrain and perpetuate emergency services culture.

Mediating effect firefighters' safety culture on the relationship between

capability in responding to emergencies and leadership development

Capability in responding to emergencies predicts leadership development

of firefighters. It implies that the fire fighters' safety culture of BFP personnel in

region 12 significantly mediate the relationship between capability in responding

to emergencies and the leadership development of fire fighters. This further

means that only partial mediation was achieved, which means that the combined

effect of capability in responding to emergencies on the leadership development

was found remain significant after mediated by the firefighters' safety culture of

BFP personnel of region 12. It is parallel to the proposition of Siarnicki and Gist

(2018) that safety and security are pitted against perceived necessity in the very

nature of firefighting. Every homage to firefighters starts with a desire to put one's

life on the line to defend others. It implies that the proper personal safety of

firefighters will result in mutual understanding as one factor capable of

responding to emergencies and leadership development of firefighters.

 64

Lastly, it affirmed the idea of Merell (2019) that firefighters and immediate

response leaders must understand how firefighting response and achievement

times affect their firefighters. In today's ever-changing economy, local authority

decision-makers frequently change emergency management extra resources

than fire service leaders estimate the potential impact.

Conclusion

The conclusion is drawn in this section based on the result of the findings

of this study. The respondent BFP personnel of region 12 were found to show a

very high level of capability in responding to emergencies, a very high level of

leadership development, and a very high level of firefighter safety culture. The

result of the study also confirms that there is a significant relationship between

capability in responding to emergencies and leadership development. Similarly,

there is a substantial relationship between power in responding to emergencies

and firefighters' safety culture. A significant relationship also exists between

leadership development and firefighters' safety culture.

Finally, the study results imply that firefighter safety culture significantly

and partially mediates the relationship of capability in responding to emergencies

and leadership development of BFP personnel of Region 12, rather than an

actual causal relationship of leadership development and power in responding to

emergencies. The findings of this study supported the anchor theory on the

transformational emergency system of Caro (2016) and the behavioral approach

of Day and Antonakis (2012). Ideas were associated with performance

 65

excellence in responding to the emergency management system. They involved

great organizational and individual participants and leadership development.

Recommendation

The study found a significant relationship between capability in responding

to emergencies and leadership development of BFP personnel. Therefore, the

researcher recommends that the Bureau of Fire Protection further enhance the

fire safety enforcement development to implement firefighting operations.

Further, to increase its firefighting operations, the agency may provide training

programs strengthening the leadership in the organization, development of a

broad scope of barangay volunteers to provide communication and execution of

schedules, and increase accessibility and feedback as discussed in this study as

a preliminary basis in the evaluation the workload of a firefighter.

The study also reveals a significant relationship between capability in

responding to emergencies and firefighters' safety culture. Therefore, the

researcher recommends that the Bureau of Fire Protection look at the study's

findings as an essential basis in assessing the current working condition of the

firefighter and improve the areas that need addressing and improvement.

The study also reveals that there is a significant relationship between

leadership development and firefighter safety culture. Therefore, the researcher

 66

recommends that the Bureau of Fire Protection look at the study's findings in

developing problem-solving and conflict resolution, planning and organizational

development among the firefighter, and communication to improve them.

Lastly, the Bureau of Fire Protection may consider and use the mediation

model guaranteed in this study that can somehow contribute to sustaining the

very high level of capability in responding to emergencies among firefighters in

BFP Region 12, as evidenced in this study. The model includes a significant

correlation of leadership development with communication, workplace

environment, and human resource development. It also underscores the findings

that firefighter safety culture is one of the reasons how capability in responding to

emergencies can influence leadership development.

 67

REFERENCES

Aluoch, E. (2015). Essential leadership skills needed: to respond effectively in

aftermath of manmade disaster.
Armstrong, M. (2004). Leadership development for the fire service. Royal Roads
University.
Day, David & Antonakis, John. (2012). Leadership: Past, present, and future.
The nature of leadership. 3-25.
Donohue, Dave. (2016). Prioritizing and managing hazards. 34.
Garrels-Bates, M. (2018). Using the fire service to build community
engagement. Homeland Security Affairs.
Hamins, A. P., Bryner, N. P., Jones, A. W., & Koepke, G. H. (2015). Research
roadmap for smart fire fighting.
Hamm, J. (2006). The five messages leaders must manage. Harvard business
review, 84(5), 114.
IS230, F. E. M. A. (2003). Principles Of Emergency Management (Independent
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Kolzow, D. R. (2014). Leading from within: Building organizational leadership
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Luthra, A., & Dahiya, R. (2015). Effective leadership is all about communicating
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Maxwell, J. C. (2018). Developing the leader within you 2.0. HarperCollins
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Madrzykowski, D. (2016). Fire Dynamics: The Science of Fire

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Paul, M. (1997). Moving from blame to accountability. Stress, 1, B2.
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Sawyer, D. J., Phillips, D., Catts, D., & Sawyer, D. (2016). Community Risk
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Terwilliger, M.,(2004). Leadership Thoughts From A Military Icon.
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Undug, J., Arabiran, M. P., Frades, J. R., Mazo, J., & Teogangco, M. (2015). Fire
Locator, Detector and Extinguisher Robot with SMS Capability. 2015
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(HNICEM). doi:10.1109/hnicem.2015.7393197
Williams, R.,(2019).Learning to Lead. https://www.leadershipnow.com/leadingblo
g/personal_developm
 69

APPENDICES
 70

APPENDIX A
RESEARCH INSTRUMENT
 71

Dear Respondents.
Good day!
I am a graduate school student from University of Mindanao. I am currently
conducting my study on “THE MEDIATING EFFECT OF FIREFIGHTERS
SAFETY CULTURE ON THE RELATIONSHIP BEWEEN CAPABILITY IN
RESPONDING TO EMERGENCIES AND LEADERSHIP DEVELOPMENT.” I
am respectfully sparing some of your time for your voluntary participation and
willingness to involve in this study. Please help me generate data by answering
this questionnaire. Rest assured that the data gathered will be kept strictly
confidential and will solely be used for the purpose of this study.
Thank you very much for your time and support.

AIZA A EDON
Resea
rcher

Part I: Profile of the Respondent

Instruction: Please put a check () inside the box that corresponds to your
answer.

Name: (Optional): ________________________________

Sex: Male Female
Rank: FO1-FO3 SFO1-SFO4
Inspector – Chief Inspector
 72

Superintendent – Chief Superintendent

Education: College Graduate Master’s Degree
Doctorate Degree
Length of Service: 1 – 5 years 6 – 10 years
11 – 15 years 16 – 20 years
21- years and above

Part II: Firefighters Safety Culture Questionnaire

Instruction: Please check the box using the following scale.
Numerical Interpretation
5 Strongly Agree
4 Agree
3 Uncertain
2 Disagree
1 Strongly Disagree
Firefighters Safety Culture 5 4 3 2 1
Strongly Agree Uncertain Disagree Strongly
Agree Disagree
1. I am genuinely
concerned about safety
on Fire/EMS operations.
2. I am doing more now to
promote safety than in
the past.
3. My organization has a
defined process to set
training goals and to
review performance.
4. My organization closely
monitors proficiency and
currency standards to
ensure personnel are
qualified to function.
5. The Health/Safety
Policies and Procedures
of my organization is
adequate in
communicating
standards needed for
conducting safe
 73

operations.
6. My organization has a
reputation for high-quality
performance.
7. My organization
observes safety
decisions that are made
at the proper levels.
8. I take the time to identify
and assess risks
associated with the
Fire/EMS operations.
9. I am provided adequate
resources to accomplish
my job.
10. The equipment and
facilities provided by my
organization are
designed with safety in
mind.
11. I would rather lose a
building than
unnecessarily risk my
personal safety.
12. In my organization, it can
be relied on to keep its
word
13. My organization is
successful in
communicating its safety
goals to unit personnel.
14. I set the example for
compliance with
standards.
15. I react well to
unexpected changes to
its plans.
16. I am adequately trained
to safely conduct all of
my duties.
17. My morale and
motivation at
station/assignment is
high.
18. Health/Safety Section is
well-respected in my
 74

stations.

Part III: Capability in responding to emergencies questionnaire

Numerical Interpretation
5 Strongly Agree
4 Agree
3 Uncertain
2 Disagree
1 Strongly Disagree

Fire Safety Enforcement 5 4 3 2 1

Strongly Agree Uncertain Disagree Strongly
Agree Disagree
Fire Safety Inspection
(Pre-construction Phase)
1. The plan evaluator (PE)
of my organization
strictly determines
whether an onsite
inspection is required.

5 4 3 2 1
Strongly Agree Uncertain Disagree Strongly
Agree Disagree
2. The PE of my
organization presents
the prepared Fire Safety
Checklist.
3. The Chief, FSES of my
organization, forwards
the Fire Safety Checklist
to the City/Municipal Fire
Marshal (CMFM) for
his/her approval on time.
4. The PE of my
organization proceeds to
 75

the site and requests

acknowledgment of the
IO from any responsible
person in the building,
structure or facility.
5. The PE of my
organization conducts an
ocular inspection of the
building/structure/facility.
6. The PE of my
organization prepares an
After Inspection Report
(AIR) within 24 hours.

Fire Safety Inspection

(Construction Phase)
7. On the issued Fire
Safety Checklist (FSC)
on the building plan, our
Plan Evaluator prepares
an IO and forwards to
the Chief, FSES for his
signature.
8. The Chief, FSES of my
organization,
countersigns the IO and
forwards the same to the
City/Municipal Fire
Marshal for approval.
9. The City/Municipal Fire
Marshal of my
organization signs the
IO.
10. The PE proceeds to the
site and requests
acknowledgment of the
IO from any responsible
person in the building,
structure or facility.

11. The PE inspects the

construction, renovation,
modification or alteration
and prepares the AIR in
duplicate copies
immediately after the
 76

inspection.
12. The Chief, FSES
evaluates the AIR and,
in case of
violations/deficiencies,
prepares the written
notice addressed to the
owner/project
manager/contractor or
any duly authorized
representative in the
construction.
13. The C/MFM signs the
notice and forwards the
same to the PE or
service of notice.
14. The PE serves the
original copy of the
notice to owner/project
manager/contractor or
any duly authorized
representative and
another copy to the
Office of the Building
Official.

Posting of Warnings
15. The fire safety inspector
or any in our personnel
designated or assigned
to serve the NTCV puts
a corresponding signage
in front of the building.
The notice bears the
words “WARNING: THIS
BUILDING/STRUCTUR
E IS A FIRE HAZARD.”

Firefighting Operations 5 4 3 2 1
Strongly Agree Uncertai Disagree Strongly
Agree n Disagree
1. I wear appropriate
Personal Protective
Equipment (PPE) in
firefighting operations.
 77

2. The Incident
Commander (IC) of
my organization
always coordinates
with the management
of the building for
initial gathering of
information.
3. The Incident
Commander activates
and deploys
Evacuation, Search,
and Rescue,
Emergency Medical
Services and
Hazardous Materials
response teams.
4. The Incident
Commander gives
importance to conduct
Damage Assessment
and Need Analysis
(DANA) and reports
the same to the next
higher office.
5. The Ground
Commander directs
the conduct of fire
operations by the
phases of firefighting,
whenever applicable.
6. The Ground
Commander declares
“fire under control”
when there is no
probability for the fire
to escalate.
7. The responding
personnel perform
overhauling until the
fire is fully
extinguished.
8. The Ground
Commander declares
“fire out” after
determination of total
 78

extinguishment.
9. The Ground
Commander directs
the BFP investigators
to continue the
conduct of the
investigation.
10. The responding unit
returns to the station
after demobilization.
11. The Fire Marshal,
together with the
firefighting team of my
organization conducts
post fire analysis.
12. The Station’s Chief
Operations submits
After Fire Operations
Report to the Fire
Marshal for
subsequent
submission to the next
higher office.
13. I respond to the
incident in complete
PPE.
14. The firefighting team
in my organization
observes isolation
distance at least 800
meters radius, if the
fire is involved.
15. The firefighting team
fights the fire from a
distance of at least
800 meters using
unmanned hose stand
or monitor nozzle.
16. The firefighting team
floods containers with
water until the fire is
out.
17. The firefighting team
conducts overhauling.
 79

Emergency Medical 5 4 3 2 1
Services Strongly Agree Uncertai Disagree Strongly
Agree n Disagree
1. My team leader or
assigned crew gathers
all initial information
from dispatch.
2. My team leader or
crew reports to
dispatch, confirm
response and notes
time.
3. The ambulance crew of
my organization wears
EMS vest and proper
personal protective
equipment (PPE).
4. The ambulance crew
readies additional
equipment to be
carried (scoop
stretcher, C-collar,
splints, portable
oxygen tank,
automated external
defibrillator, CPR
mask/BVM).
5. My team leader or
crew member prepares
patient care report
(PCR).
6. My team leader
introduces self and
asks for consent before
engaging to the
patient.
7. My team leader or
assigned crew
conducts proper
assessment, initiates
treatment or medical
management within the
scope of the level of
training and standard
of care.
8. The ambulance crew of
 80

my organization
documents all
interventions given in
the PCR.
9. My team transports the
patient if necessary.
10. The EMS team of my
organization endorses
the patient and PCR to
emergency room
personnel (if
transported), and asks
permission to leave the
hospital or health
facility.
11. The ambulance crew
airs out the ambulance
by leaving the doors
open for 5-10 minutes
before returning to
base.
12. The ambulance crew
cleans, disinfects the
ambulance and
equipment and
discards all soiled
supplies used like
gauze, gloves and
others.
13. The assigned
ambulance crew
makes an inventory
and re stock supplies.
14. The team leader or
crew member
completes and files
any additional reports.
15. The team leader
conducts
defusing/debriefing or
post run evaluation as
needed.

Special Operations 5 4 3 2 1
 81

Strongly Agree Uncertai Disagree Strongly

Agree n Disagree
1. My team leader
ensures resource
operability at all times.

2. After the COMMEL

receives the distress
call, our SRU team
leader relays the
information to his/her
immediate supervisor.
3. My team documenter
gathers necessary
information from the
dispatch center before
the response team
leaves the base.
4. My team radio operator
seeks clearance from
the dispatch center
before proceeding to
the location of the
incident.
5. The team who first
arrive coordinates with
the Incident
Commander.
6. The SRU Team Leader
acquires real-time
information regarding
trapped victims and
determines the mode
of operation (Rescue
or Recovery) based on
the survivability profile
of the victim/s.
7. The SRU Team
Leader/Safety Officer
assures that all
personnel is wearing
appropriate PPE.
8. The SRU Team
Logistics prepares all
the needed equipment
for the fire ground SAR
 82

Operations.
9. The SRU Team Leader
sizes up and gathers
necessary data such
as floor plans and
other information
relevant to the location
of the victim/s.
10. The SRU Team Leader
briefs entry teams
(includes exterior size-
up, exit routes, burned
areas, and victim/s
exact or probable
locations).
11. The SRU Team Leader
orders entry in pairs.
12. The Entry Team
provides an anchor
point for easy egress if
possible.
13. The SRU Team Leader
establishes search
priorities.
14. The SRU Team Leader
assigns RIT for
immediate pull-out or
rescue of entry teams.
15. The Entry Team
locates the victim and
obtains information
about the extent of the
fire.
16. The team creates
ventilations and check
structural safety.
17. The Entry Team
checks and marks all
searched area and
gives updates to the
Team Leader.
18. If the victim is found,
Our Entry Team
checks for signs of life
to provide respiratory
protection if possible
 83

and brings the victim to

a safer area.
19. The Team immediately
turns over the victims
to the EMS.
20. The team leader gives
updates to the IC and
assists in fire
suppression operation.
21. The team leader seeks
incident Commander’s
or Operations Chief’s
advice for them
checkout
22. The team leader
ensures personnel
accountability.
23. The team logistics
officer recovers all
tools and equipment
used in the rescue
operation.
24. The response team
returns to base with all
the equipment.
25. The team leader
considers a Post
Incident and Critique
(may be more
appropriate at a later
date).

Fire Arson Investigation 5 4 3 2 1

Strongly Agree Uncertai Disagree Strongly
Agree n Disagree
1. Fire Arson Investigator
prepares and the Fire
Scene Photographer
ensures availability of
all tools and equipment
they need for the
investigation in my
station.
2. In my station the Fire
Arson Investigator
 84

prepares a detailed
illustration of the interior
and exterior portion of
the fire scene,
illustration of the Area of
Fire Origin and the
Point of Fire Origin, Fire
Spread Pattern,
affected and unaffected
areas at the fire scene.
3. The Fire Scene
Photographer
photographs the fire
scene in large and
close-up angles for
detailed and sequential
presentation.
4. The Fire Arson
Investigator (FAI)
prepares the LIST OF
DOCUMENTS needed
to accomplished/
submitted by the fire
victim/s, building
occupant/s and other
parties affected by the
fire.
5. The Fire Arson
Investigator prepares
and submits the
mandatory reports
within the period of
submission.
6. The Fire Arson
Investigator prepares
the apparatus used for
the collection of
evidence.
7. The Fire Arson
Investigator identifies
the collected physical
evidence found at the
fire scene that has
Evidentiary Value in the
conduct of fire
investigation.
 85

8. The Fire Arson

Investigator prepares
for the illustrations of
the position and location
of all pieces of evidence
collected.
9. The Fire Arson
Investigator
photographs the pieces
of evidence to be
collected.
10. The Fire Arson
Investigator properly
documents, packs,
seals and labels the
pieces of evidence
recovered before
transportation.
11. The Fire Arson
Investigator
records/documents,
collects and itemizes in
detailed format all the
recovered pieces of
evidence using the
Evidence Collection and
Recovery Record
(ECRR).
12. The Fire Arson
Investigator attaches
the copy of the
Evidence Collection and
Recovery Record
(ECRR) to the Evidence
Chain of Custody (ECC)
form.
13. The Fire Arson
Investigator issues
Invitation Letter to all
witnesses to appear the
Office of the
Investigation and
Intelligence concerned
for a formal interview.
14. The Fire Arson
Investigator
 86

requires the witness to

execute and sign his/her
Sworn Statement under
oath, and have the same
duly subscribed and
sworn to before a person
legally authorized to
administer oath (Notary
Public, Prosecutor, Clerk
of Courts) or at least a
member of the BFP
investigation team with
the rank of Fire
Inspector.
15. The Fire Arson
Investigator
conducts an interview
and questioning to other
experts/professionals
who can provide relevant
information about the
occurrence of the fire.
16. The Fire Arson
Investigator
collects data by
observation, or other
direct data gathering
means.
17. The Fire Arson
Investigator
analyses collected data
based on acquired
knowledge through
training, experience,
and expertise.
18. The Fire Arson
Investigator
develops the hypothesis
from gathered data using
inductive reasoning.
19. The Fire Arson
Investigator
tests the hypothesis if it
can stand the test of
careful.
20. The Fire Arson
 87

Investigator
selects final hypothesis.
21. The Fire Arson
Investigation Team
submits Progress
Investigation Report
(PIR) within seven days
from the inception of the
investigation.
22. The Fire Arson
Investigation Team
submits Final
Investigation Report
(FIR) within 45 days.

Disaster Management 5 4 3 2 1
Strongly Agree Uncertain Disagree Strongly
Agree Disagree
1. My Fire Marshal
formulates
Contingency Plan for
typhoons and floods
and orients his
personnel about the
said plan.
2. My Fire Marshal
advises disaster
response team with
its equipment to
standby.
3. My Fire Marshal
attends the LDRRMC
meeting.
4. My Fire Marshal
coordinates with
other government
agencies in the
conduct of disaster
response
operation/support
needed.
5. My Fire Marshal
coordinates with
other government
agencies in the
 88

conduct of disaster
response
operation/support
needed.
6. My Fire Marshal
activates the search,
rescue and retrieval
(SRR) teams.
7. My Fire Marshal
updates the
Mayor/LDRRMC/IC
on the availability of
resources (personnel
and equipment) for
the response or SAR
operations.
8. My Fire Marshal
raises the alert based
on the prevailing
situation in their
respective Fire
Stations.
9. My Fire Marshal
issues recall order to
all on leave and off
duty personnel.
10. My Fire Marshal
designates personnel
who will assist in the
medical, clearing,
evacuation, and
information
dissemination
operations.
11. My Fire Marshal
directs his/her
operation officer to
assist in providing
vehicular and
personnel support (if
necessary) fir ore-
emotive and force
evacuation of
communities/families.
12. My Fire Marshal
directs duty
 89

personnel to assist in
the delivery of water
to the evacuation
centers.
13. My Fire Marshal
directs duty
personnel to assist in
clearing routes to
ensure faster delivery
of relief
goods/supplies/equip
ment through
cleaning/flushing of
vital structures and
by taking down
billboard pruning
trees and clearing
canals.
14. My Fire Marshal
assists in the
assessment if other
structures or places
as additional to the
pre-identified
evacuation centers.
15. My Fire Marshal
alerts Disaster
Response Team
(DRT).
16. My Fire Marshal
advises DRT to
secure them from the
clear and present
danger brought by
the landfall of the
typhoon.
17. My Fire Marshal
withdraws his/her
operating teams
upon imminent
danger and direct
them on standby at
EOC or seek shelter
at a safe area in their
area of operations.
18. My Fire Marshal
 90

directs the SRR team

to conduct Search,
Rescue, and
Retrieval, and
Evacuation
Operations in the
event of ongoing
devastation in the
area of responsibility.
19. My Fire Marshal
continues to mobilize
volunteer fire
brigades and other
force multipliers.
20. My Fire Marshal
mobilizes the SRR
Team.

Part IV: Leadership Development Questionnaire

Numerical Interpretation
5 Strongly Agree
4 Agree
3 Uncertain
2 Disagree
1 Strongly Disagree
Communication 5 4 3 2 1
Strongly Agree Uncertai Disagree Strongly
Agree n Disagree
1. I demonstrate active
listening skills
2. I communicate in a
clear and precise
manner.
3. I provide clear
instructions and
direction when giving
assignments.
4. I demonstrate
effective written
communications.
5. I am able to
communicate the
organizations mission,
vision and values.
 91

Workplace Environment 5 4 3 2 1
Strongly Agree Uncertai Disagree Strongly
Agree n Disagree
1. I establish rapport
easily and is
approachable.
2. I apply policy and
procedure
consistently.
3. I encourage and
maintain a positive
work environment.
4. I respect diversity in
the workplace.
5. I am able to give
helpful and
constructive
performance
evaluations.
6. I actively express care
and concern about the
welfare of others.
7. I create and ensure an
environment that is
free of discrimination
and harassment.

Planning and 5 4 3 2 1
Organizational Strongly Agree Uncertai Disagree Strongly
Development Agree n Disagree
1. I gather relevant facts
before initiating
change.
2. I identify and prepares
goal to meet future
challenges.
3. I set goals and action
plans.
4. I show concern about
quality standards.
5. I conduct, implements
and evaluate strategic
planning.
6. I influence people to
follow mission
 92

statement, the vision

statement, and the
principles and
practices.
7. I organize time and
tasks efficiently.
8. I understand,
encourage, and use
technology effectively.
9. I handle current
financial and human
resources effectively.

Human Resource 5 4 3 2 1
Development Strongly Agree Uncertai Disagree Strongly
Agree n Disagree
1. I enhance team morale
and motivation.
2. I am able to take
ownership mistake.
3. I demonstrate flexibility
by adjusting readily to
change in the work
environment.
4. I establish the right
balance between
career and family.
5. I work well under
stress.
6. I learn continuously by
seeking knowledge,
skills, and experience.
7. I encourage mentoring
opportunities.
8. I identify employee
training needs.
9. I develop a team and
maximize its
performance.
10. I recognize and
rewards positive
performance.
11. I ensure a meaningful
performance
evaluation process
takes place.
 93

12. I address below-

standard performance
so that improvement
occurs.
13. I approach mistakes as
learning opportunities.
14. I coaches, guides, and
offer advice without
assuming control.
15. I counsel mentors or
coach others toward
performance
improvement.
16. I stimulate and support
creativity and
innovation in others.
17. I encourage
contribution and
participation by all
members of the team.

Problem Solving and 5 4 3 2 1

Conflict Resolution Strongly Agree Uncertai Disagree Strongly
Agree n Disagree
1. I make difficult
decisions in a timely
manner.
2. I encourage a
willingness to work on
difficult problems.
3. I address the source,
not just the symptom of
problems.
4. I resolve problem using
consultation and
consensus when
appropriate.
5. I address and prevent
workplace conflict.
6. I anticipate and
manage problems
effectively.
 94

APPENDIX B
LETTER TO CONDUCT THE STUDY
95
 96

APPENDIX C
LETTER TO THE EVALUATORS
97
98
99
 100

APPENDIX D
VALIDATION SHEET FOR RESEARCH QUESTIONNAIRE
101
102
103
104
105
 106

APPENDIX E
UMERC CERTIFICATE OF APPROVAL
107
 108

APPENDIX F
PUBLIC FORUM CERTIFICATE
109
 110

APPENDIX G
TURNITIN (PLAGIARISM CHECKER) RESULT
111
 112

APPENDIX H
EDITORS CERTIFICATION
113
114
 115

APPENDIX I
INFORMED CONSENT FORM
116
117
 118

CURRICULUM VITAE

AIZA A EDON
MASTER OF SCIENCE IN CRIMINAL JUSTICE EDUCATION (CAR)
edonaiza731@gmail.com /https://orcid.org/0000-0002-4481-3180/ 09486086270
Prk. Rang-ay, Poblacion, Lambayong , Sultan Kudarat

Personal Information:
Age : 29 years old
Gender : Female
Civil Status : Single
Citizenship : Filipino
Birth date : July 31, 1992
Present Address : Poblacion, Lambayong, Sultan Kudarat
Religion : Islam
Height : 5’4’’
Weight : 60 kg

Education:
Elementary (1999-2004)
Lambayong Elementary School
Lambayong, Sultan Kudarat

Secondary ( 2004-2008 )
Lambayong National High School
Lambayong, Sultan Kudarat

Tertiary (2008-2012)
 119

Sultan Kudarat State University

Bachelor of Science in Criminology
Tacurong City, Sultan Kudarat

Post-Graduate (2018-2021)
University of Mindanao
Master of Science in Criminal Justice Education
Davao City

Work Experience:
Bureau of Fire Protection XII
Fire Officer I
Office of the Regional Director
Koronadal City, South Cotabato
July 1, 2015 - Present