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The training of highly skilled officers in rescue forces is essential for success and performance of fire brigades in their daily work. The purpose of this paper is to develop a validated instrument assessing the quality of leadership trainings in firefighter education.

In Study 1, relevant factors of teaching quality in this specific context are established using semi-structured interviews (n=5 trainer, n=59 trainees), and a pool of corresponding survey items is tested in a pilot sample (n=7 trainer, n=26 trainees). In Study 2 (n=263 trainees), we select best-fitting items and explore the structure of latent variables via exploratory factor analyses. Study 3 (n=45 trainer, n=380 trainees) tests this structure by means of confirmatory analyses and validates the questionnaire using scales from other evaluation instruments for higher education.

Analyses resulted in a six-dimensional questionnaire reflecting relevant training processes and outcomes. Results suggest that the newly created Feedback Instrument for Rescue forces Education (FIRE) meets all relevant psychometric quality criteria.

By examining critical factors of training quality, the authors enhance the understanding of critical processes in programs for rescue forces education. The developed questionnaire provides trainers and educational institutions with a validated tool to measure these relevant processes and the desired training outcomes. Therefore, the FIRE scales can contribute to an ongoing improvement of rescue forces trainings.

How diversity in management boards affects employer attractiveness has yet to be fully clarified. This paper aims to contrast the two main theoretical rationales – similarity attraction and diversity attraction – and examines whether potential employees are more attracted to an organization with a homogenous board (in terms of gender and ethnicity) or to an organization with a diverse board.

Participants (N = 629) were simultaneously presented with two pictures of management boards, whereby the gender and ethnic composition of the boards were manipulated. Moreover, to examine whether social desirability influences the ratings of an organization’s attractiveness, survey anonymity was varied using an indirect questioning technique.

The findings supported the diversity attraction rationale: organizations with gender-balanced, multicultural boards were seen as more attractive than organizations with monolithic boards. However, this effect seemed to be influenced – at least partially – by social desirability.

Additional research is needed to examine the extents to which people care about the degree of similarity between themselves and a management board.

The findings illustrate board composition as an employer branding strategy. Specifically, the results indicate that an organization can benefit from a diverse management board when this information is communicated to applicants.

People’s attitudes toward organizations with diverse boards seem – in part – to be rooted in their motivation to comply with social norms.

Theoretical accounts (similarity attraction theory vs diversity attraction) lead to somewhat contradicting predictions, and the available empirical evidence was rather indirect and correlational. This study provides a controlled empirical investigation contrasting the two contradicting predictions.