When it comes to emergency management in the aftermath of disaster, a leader must develop an ideal profile that enhances their ability to blend with the various departments and personnel in the disaster scene. This requires the leader to incorporate the learned and acquired leadership traits based on the conditions of the given scene. An emergency manager should seek to enhance their skills and abilities in any situation. The attitude allows them to be action-oriented in such a manner that affirms most of their decisions. In emergency management, the leader must be assertive in a way that they not only can make the best decisions but are also able to challenge those around them to adopt the same ideologies.
A precise leader in emergency management directly impacts the rest of the team to think along the same line as theirs. Integrity in emergency leadership is the ability to be open, honest, and frank with the rest of the team. Emergency management, in most cases, entails having to deal with ugly disasters, such as deaths, which the leader might feel the need to hide to protect the rest of the team from the trauma associated with it. However, integrity builds trust among the employees when the leader is able to believe in his team enough to entrust them with the ability to deal with the harsh realities of the situation (Demiroz & Kapucu, 2012) . By being integral in this manner, the leader demonstrates the faith they have in their team that they have the strength and the exposure to face whatever the situation is, thus affirming their expertise. The group, in this case, feels more empowered and entrusted, and will work their best to prove the leader right.
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An emergency manager should possess the advantage of being social and influencing those around them to act a certain way. A social leader is one who can resonate and interact with the various stakeholders at multiple levels. Such a leader is highly flexible. They can interact with other professionals, supervisors, subordinates, and inter agencies in such a way that they incorporate the different ideologies presented to find the best way forward (Kapucu & Ustun, 2018) . A social and team player leader can include all the stakeholders in decision making, thus making them all feel part of the larger group. Such a motivated team subsequently works hand in hand with each other following a set chain of operations, and each team player acknowledges their roles and the roles of other players in the holistic management of the emergency situation. The leader manages to create an atmosphere where no player feels superior or more important than the other.
Based on the personality test, I am an energetic doer kind of a leader who is friendly and social and can resonate with the team players cross-dimensionally. I am easily adaptable to any situation, which is a plus as an emergency management personnel since the circumstances we are continuously exposed to are diverse. As an action-oriented person, my goal is always to find solutions, and do not stop at any point until I find practical solutions for the prevailing situation. This approach in leadership is critical in ensuring timely interventions are adopted, considering that the nature of the cases I deal with require immediate response and intervention measures. Lastly, I am incredibly loyal to my peers and team members in such a way that allows me to be honest and open with them, ensuring I remain integral to foster unity, trust, and belief in team play, which is essential in emergency management since it requires the collective efforts of all stakeholders.
References
Demiroz, F., & Kapucu, N. (2012). The Role of Leadership in Managing Emergencies and Disasters. European Journal of Economic & Political Studies , 5 (1).
Kapucu, N., & Ustun, Y. (2018). Collaborative crisis management and leadership in the public sector. International Journal of Public Administration , 41 (7), 548-561.
