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Figure 2. Ludwig von Bertalanffy “General System Theory”AmbientINPUT ---- Transformation ---- OUTPUT---- Feedback ----The first step in applying the General systems theory is defining the AMBIENT. Define a specificsituation that describes a process that we are observing.The second step is to insert a new parameter (for example something we wish to change) in theINPUT, a specific measure, decision or move with which we wish to influence, reform or change theinitial AMBIENT completely or in some segments.That input will initiate some changes that we will describe as a transformation from which we will getan outcome or output.A retro alimentation process is defined by a feedback, in which we are trying to realize what has beenchanged in the ambient after we have inserted the specific measure (input).Example of the Model for Developing Leadership SkillsFor example, let’s take a situation considering the functional approach on leadership. Through theGeneral system theory it is possible to approach changes that are vital for a good working volunteerfirefighting association.First we should analyse the AMBIENT. For the purpose of this practice, the ambient will besimplified. Let’s say that the leader of our volunteer firefighting association is well organized, butconsidering just task needs (from the budgetary, logistical and other aspects). On the other hand, let’ssay that individual and team needs are not fulfilled within the organization. The leader attention isfocused on task needs, so the motivation of individuals, members of the volunteer firefightingassociation is very low, the team is not working well because the team spirit is not built, individualsare not trained to work as a team so the team communication is very poor. Effectiveness of thisvolunteer firefighting association is not as good as it could be.In the AMBIENT we described, we will put an INPUT – firefighting team trainings, that should beover within the period of few months (TRANSFORMATION). From that we achieved the followingOUTPUT: The team spirit is built (team members think and work like a team), there is a goodcommunication between team members, now the team is effective and the motivation among membersto remain or become a part of this association is higher.But the process is not over. The OUTPUT we received affects the overall AMBIENT (FEEDBACK)that has been changed. The new AMBIENT is the new starting point. In the system, the new INPUTshould be entered. For example, individual needs are still not fulfilled. Some individuals done morethan the others, and they need to be recognized from the leader for their good work.CONCLUSIONVolunteer firefighting associations needs well trained officers that are willing to improve theirprofessional and leadership skills. Qualities for an effective officer are numerous and need to bedeveloped continuously.There are different leadership types to be used while leading a firefighting organization. Every typehas its own positive and negative effects, so every officer should assess the situation, and decide whatthe best option is. There are, however, some team factors as the team spirit, knowledge andexperience, technically and tactically proficiency, and readiness of the firefighting association ingeneral, that could be of great influence while deciding the officer leadership type to be used.A leader within a volunteer firefighting association should be acquainted that beside the task needs,there are team and individual needs to be fulfilled in order to have a good motivated and effectiveteam. In order to be a respected leader, an officer should be aware of all the leadership traits and try tominimize them by improving different skills. The General System Theory is a great tool that could beused while trying to improve the officer leadership skills or the functioning of the firefightingorganization in general. Safety is our first priority that we should look forward to achieve, andleadership is just the first step.M&S 8(2013) 491