Study links station leadership to fitter firefighting crews

A new analysis of firefighter wellness programs is drawing attention to the influence of station-level leadership, finding that company officers and other informal leaders play an outsized role in whether crews maintain the fitness needed for a physically demanding job.

Station leaders emerge as fitness gatekeepers

Recent research into firefighter health and physical activity points to a consistent pattern: when station leaders actively support exercise and healthy habits, crews are more likely to stay fit, train regularly and meet department standards. Publicly available findings from studies of both career and volunteer departments report that firefighters often view their immediate supervisors as “fitness advocates” whose attitudes can either encourage or quietly discourage workouts during shifts.

One study of volunteer departments in the northeastern United States found that firefighters who perceived their department leadership as valuing health were more likely to participate in organized exercise sessions and use available fitness equipment. In that research, participants highlighted the importance of department champions, including station captains and motivated peers, who normalized working out on duty instead of treating it as an optional personal hobby.

By contrast, crews working under officers who frame fitness as secondary to other tasks reported more barriers, from lack of scheduled workout time to hesitation about being seen exercising when calls are slow. The data suggest that leadership attitudes shape not only policy but also the informal rules around what is acceptable during a 24-hour shift.

These findings are gaining attention across the fire service as departments grapple with high rates of cardiac events, musculoskeletal injuries and early retirements that are frequently linked to low fitness and excess body weight.

Culture at the station can amplify or undermine programs

While many departments now provide gym equipment, wellness incentives or access to peer fitness trainers, researchers note that the culture inside individual stations often determines whether those investments translate into lasting behavior change. Studies examining firefighters’ own descriptions of their work environments report that crews see station culture as either a “promoter” or “barrier” to regular exercise.

In stations where officers carve out daily time for physical training and are seen using the gym themselves, firefighters describe fitness as part of the job, not an extra task. New recruits quickly absorb the expectation that staying in shape is a shared responsibility, similar to checking equipment or training on new tactics. Over time, this routine can help maintain fitness well beyond the academy, when structured workouts are most intense.

Other stations, however, reveal a different pattern. Reports describe situations where equipment exists but is underused because leaders worry about injuries during workouts, do not formally schedule fitness time, or send mixed signals by emphasizing paperwork and non-emergency duties whenever the schedule opens up. In these environments, crews often rely on off-duty exercise, which can be difficult to sustain alongside long shifts and family demands.

Researchers examining these contrasts argue that a station’s unspoken norms may be as important as written policy. When exercise is treated as a core operational requirement, firefighters are more likely to prioritize it. When it is treated as optional, fitness levels tend to erode as careers progress.

From policy to practice: the company officer’s role

The emerging body of work on firefighter wellness frequently identifies the company officer as a bridge between department-wide policies and daily practice. Some national programs recommend training lieutenants and captains in basic fitness principles, not to turn them into personal trainers but to enable them to integrate exercise into existing routines such as drills, hose evolutions and ladder work.

Case profiles from departments that have sustained high participation in wellness initiatives often feature officers who schedule brief, functional workouts at predictable times, adjust intensity on heavy call days and model participation even when they are not in peak condition. These leaders also tend to align fitness activities with operational goals, focusing on tasks such as stair climbs with gear, victim drags and aerobic conditioning tailored to high-heat, high-stress environments.

In addition, findings from officer-development projects suggest that when leaders are evaluated partly on crew health metrics, including injury rates and annual fitness assessments, they are more likely to prioritize wellness alongside response times and training hours. Some guidance documents for fire service leadership now recommend clearly defining expectations for supporting crew fitness at the company-officer level.

Researchers caution that imposing fitness requirements without leadership support can backfire, creating resistance or anxiety among firefighters who fear punitive measures. The studies emphasize gradual, coach-like leadership approaches that reward participation and improvement rather than focusing solely on test scores.

Traveling crews, varying demands and the need for local solutions

For departments that protect both urban centers and outlying communities, the findings have implications for how fitness programs are implemented across multiple stations. Travel between calls, varying workloads and differences in station design can all influence when and where crews can safely work out during a shift.

Reports on station-based interventions describe tailored strategies, such as using small functional training setups in apparatus bays, incorporating walking routes around the station grounds, or coordinating with nearby community gyms when space is limited. In rural and volunteer systems where firefighters respond from home or work, some programs emphasize portable workouts and online coaching rather than traditional station gyms.

Investigations into these approaches repeatedly return to the same theme: success depends heavily on local leaders who understand their station’s call volume, staffing and physical layout. When captains or senior firefighters take ownership of adapting department-wide fitness guidelines to their particular environment, participation rates appear to improve, especially among midcareer personnel who may be managing injuries or chronic health conditions.

For traveling firefighters who temporarily fill vacancies at different stations, researchers note that consistent expectations across the organization can reduce confusion. Clear communication from station leaders about when and how crews typically train helps visiting personnel integrate quickly into the routine without disrupting operations.

Evidence base is growing, but gaps remain

Although the latest studies strengthen the link between station leadership and firefighter fitness, experts say important questions remain unanswered. Much of the published research focuses on small numbers of departments, often in specific regions, which can limit how widely the findings apply. Volunteer and combination departments, which protect many suburban and rural communities, may face distinct challenges that are only beginning to be examined in depth.

Researchers are calling for larger, multi-site studies that track fitness levels, injury patterns and health outcomes over time while also measuring leadership behaviors and station culture. Such work could help clarify which leadership strategies have the greatest impact and how they can be adapted for departments with different resources.

Despite these gaps, the available evidence is already prompting fire service organizations and training academies to expand how they think about fitness. Instead of viewing wellness programs solely as individual responsibilities or centralized initiatives, more departments are beginning to recognize the day-to-day influence of station leaders on whether firefighters stay fit enough for the rigors of the job.

For communities that depend on timely, physically demanding responses to fires, medical emergencies and technical rescues, the new research underscores that investing in strong, health-focused leadership at the station level may be as critical as investing in apparatus and equipment.