Introduction to Law Enforcement Leadership

26
Introduction to Law Enforcement Leadership And Supervision by Randy Gonzalez www.drgonzo.org Copyright 2000 By Randolph A. Gonzalez All Rights Reserved Printed in the United States of America. No part of this publication may be Reproduced or distributed in any form or by any means, or stored in a Database or retrieval system, without prior written permission of the author ISBN 0-9721688-2-6

description

A primer on the topic of leadership. With emphasis on the law enforcement career field.

Transcript of Introduction to Law Enforcement Leadership

Page 1: Introduction to Law Enforcement Leadership

Introduction to Law Enforcement

Leadership

And

Supervision by

Randy Gonzalez

www.drgonzo.org

Copyright 2000 By Randolph A. Gonzalez All Rights Reserved

Printed in the United States of America. No part of this publication may be

Reproduced or distributed in any form or by any means, or stored in a

Database or retrieval system, without prior written permission of the

author

ISBN 0-9721688-2-6

Page 2: Introduction to Law Enforcement Leadership

Contents

Chapter 1: Introduction to Law Enforcement Leadership………………Page

001

Chapter 2: Precepts of Leadership……………………………………….Page

025

Chapter 3: Motivation and Morale in the Organization

With Command Presence……………………………………Page

049

Chapter 4: Employee Dissatisfaction, Conflict and Stress……………..Page

079

Chapter 5: Behavioral and Psychological Aspects

Of Leadership and Supervision…………………………….Page 103

Chapter 6: Time Management and Planning…………………………..Page 128

Chapter 7: Summary and Review of Leadership Considerations…….Page 151

Reference Sources:……………………………………………………….Page 164

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Chapter 1 - Introduction to Law Enforcement Leadership

Defining Leadership: The quality of leadership in law enforcement has been suggested to include several key elements.

O.W. Wilson suggested that quality leadership reflects certain things. These include: (1)

n Appearance

n Spirit

n Bearing

n Demeanor

n Words

n Actions

n Work

In other words, the quality of leadership is reflected not only by the leader, by also in the officers

the leader leads. His or her appearance, spirit, bearing, demeanor, words and actions suggest he

or she is a leader. And, the work that is done by the subordinates mirrors what the leader does as

a supervisor. Good leadership motivates subordinates to do a good job. Those who are led in an

effective and competent manner, enjoy their work, and take pride in their accomplishments.

Good leaders create the process by which subordinates become loyal and interested in carrying

out the daily tasks of law enforcement. Leading subordinate officers in an effective and efficient

manner promotes harmony within the organization. Leadership is evident when subordinates

perform to the best of their ability on a regular basis. Well-led officers provide quality public

service. Three basic terms emerge in this discussion. These are:

Lead - to go before, or to show the way through influence;

Leader - the person who knows how to lead;

Leadership - the function of a leader, to maintain leadership ability;

As Wilson suggested earlier, leadership represents that aspect of a leader that influences others in

a positive manner. It is not giving commands or making decisions. It is more by virtue of

inspiration and encouragement by enthusiastic example that a leader leads others. A leader

leads from the front, by setting the appropriate example for his or her followers. To lead, should

suggest positive things. One who leads shows the way for others to follow. True leaders never

ask subordinates to do anything he or she has not done before, or is not willing to do now.

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Leaders lead by their ability.

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Leaders must evolve their own unique style of leading. They must be capable of motivating

people to achieve their highest potential in the police service. Since the police service is

community service, then it follows that leaders must guide their subordinates to the best possible

level of public service. The fundamental duty of law enforcement is service to the public. This

is the historical perspective from the standpoint of the professional model of law enforcement.

And, in this tradition of law enforcement, the way we used to do things is probably a good basis

by which to guide the future.

To be, to know and to do describes a process by which we come to a conception of leadership in

the world of law enforcement. O.W. Wilson suggested that there is a key difference between

“commanding” people and leading them. Going by the book in every case, is not what a leader

does in the real world. Sometimes, especially in a crisis, where conflict unfolds in a dynamic

fashion, the “book” goes out the window. In conflict situations, the leader, as well as the

individual officer, has to react according to the human interactions taking place.

The U.S. Army cites eleven principles of leadership, with the intention of describing “a concept

of leadership.” These include: (2)

1. Self-knowledge and self-improvement;

2. Technically and tactically proficient;

3. Responsibility for personal actions;

4. Timely and sound decisions;

5. Set an example;

6. Know your subordinates and ensure their well-being;

7. Keep personnel informed;

8. Encourage a sense of responsibility in subordinates;

9. Ensure that tasks are understood, supervised and accomplished;

10.Train subordinates as a team;

11.Use personnel according to abilities;

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So, at least by traditional definition, a leader has come to know himself or herself in a manner

that is positive in nature. He or she continues to grow and develop throughout his or her lifetime.

The leader does fool himself or herself by thinking that the sun rises and sets on his or her

knowledge. To the leader, there is always something to be learned. And, life is the training

ground upon which lessons are learned. A leader is proficient and strives to be a professional.

Being a professional means living by a code of ethics, having a sense of calling to a career field,

and continuing a lifelong educational process. That is not the complete definition of a

professional, but it will suffice for now. In addition, a good leader seeks as well as accepts

responsibility. This is particularly true when it comes to making decisions. The responsible

leader is not afraid of the decision-making process. And, that involves two parts. One is making

decision, the other is accepting responsibility for whatever happens as a result of the decision.

By setting an example and accepting responsibility for his or her actions, the leader is modeling

behavior for others to follow.

In setting an example, an effective leader also has compassion, concern and care for those he or

she supervises. He or she works to develop and improve relationships and build a bond whereby

subordinates willingly follow. Being reactive, over reacting, doubting one’s ability and blaming

others are not attributes of leadership. Leaders do not whine. They simply lead. You will not

find immaturity and dependency in the realm of true leadership. There is no room for timidity at

the pinnacle where leadership resides. Leadership is not for the morally, mentally or physically

weak. It is for those who have the energy to influence others as a team to accomplish the

mission. Leadership is a boldness of character that is innovative, provocative and motivating.

All of these things previously mentioned boil down to special attributes that pertain to beliefs,

values, morals, ethics, character, knowledge, skills and so forth. Leaders are secure in whom

they are, and are not distracted by self-indulgent motivations.

How would you define leadership?

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A law enforcement organization is shaped by its leadership. The Chief or the Sheriff sets the

stage for the future of the organization. The chief administrative officer, whether Chief or

Sheriff places into to motion an attitude of leadership. This particular attitude becomes the basis

by which the agency will transform. Simply stated, leadership begins at the top, where ultimate

accountability and responsibility resides. The success or failure of the agency rises and falls on

leadership. In addition, the agency is further shaped by its history, the local setting, the people,

and the politics of the local government. From the first attempts to organize a police force in

colonial America, to the professional model of today, policing has developed into a unique

special services organization. Such uniqueness calls for an approach to management that is

different from the kinds of organizations typically found in the private sector. Policing is very

different as an organizational entity. The way a business is managed is not the same way a

police agency should be managed. The goals and objectives are distinctly different. And, there is

a need to balance, where possible, the interests of the community with the political implications

of “police authority”. From an historical perspective, policing in the U.S. has undergone

significant changes. Political institutions have shaped the manner by which policing is carried

out in this country. By comparison, law enforcement in the U.S. is different from law

enforcement in other countries in many ways.

Historically, how have the police been affected by politics?

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Generally speaking, law enforcement organizations differ from their public and private

counterparts in several respects. These differences affect the way the police agency is both led

and managed. Some of the differences include:

n There is no profit motive.

n The need to make money in a competitive business environment in not a factor.

n The legal foundation by which the police operate is not the same as the private

sector, or other social service agencies.

- City police departments

- County sheriffs - law enforcement and corrections

- State prison system, state policing, etc

n The success of a police department depends on things uniquely different from

the private sector.

n The funding sources for public law enforcement is not the same as the funding

source for a private business.

n Police agencies provide services of a more urgent and critical nature than a

private sector entity.

n The police agency is more related to a military system of operation than to

a business or corporate system.

n The police are more often subjected to analysis and criticism than private

business organizations.

n The police are more readily identifiable than other entities in the community.

n City, county, state and federal legislative bodies, executives and so forth are

often very interested in what the police are doing.

n Probably no other line of work or career field has as many demands placed

on them, as we place on our police.

n In the U.S., there is no single corporate home-office, or centralized base of

operations controlling one police system. There are thousands of police

systems operating in the U.S. with slightly different ways of doing things.

Policing in the U.S. is highly fragmented, and in some cases, very specialized.

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Practically every level of government has at some time become involved in the “police review”

process. The Supreme Court, for example, departed from its historic role of interpreting the

constitution, to become involved in the “due process revolution”. This action had an affect on

policing in general and police operations in particular. The 1960's saw a trend of increased

“policing of the police” by external institutions. (3)

These efforts by external entities, outside policing, sought to make various changes in the

direction of twentieth century policing. Landmark cases such as Gideon v. Wainwright, Miranda

v. Arizona, Mapp v. Ohio as well as many others became part of an intense social activism.

Special interest groups seemed to question and scrutinize the police far more closely than ever

before. The impact on the police brought about many changes in how policing would be

approached in the decades to come. Some examples of the impact included:

F questionable interview and interrogation tactics

right to counsel

new procedures for lineups, showups etc. - seizing evidence - stop and frisk

From such external intrusions into the police world, changes took place within the realm of law

enforcement education and training. Many police administrators would probably agree that such

influences may have further contributed to the advancement of the “professional model” of

policing. And, since the turn of the 20th century, from the early 1900's, a few police leaders

have been slowly advancing the concept of a “professional model of policing”. Unfortunately, in

today’s world, just about everybody call themselves a professional. From “professional”

athletes, to so called “professional” reporters. But, from an historical context, what does it really

mean to be a professional? History illustrates that today’s very loose use of the word is not what

“professionalism” originally meant or expressed. There are certain attributes about what

constitutes a professional and professionalism. In general terms, unique kinds of historical

precedents apply to the definition of both professionalism and a profession. As used here,

professionalism and profession are a part of what might be called a “leadership continuum”. In

other words, leadership is connected to professionalism. Both terms describe something that is

special and unique. An effective discussion of leadership must also include issues related to

professionalism.

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Concepts of Police Professionalism:

The professional law enforcement leader has personal qualities that transcend his or her ability to

demonstrate leadership within the law enforcement organization. In other words, the individual

characteristics are such that they carry over into the leader’s organizational expression of

capability. It has been suggested that a good indication of leadership is a high level of discipline

within the organization. This discipline, which is a mark of good leadership, is expressed down

through the ranks in an “esprit de corps”. We are not talking about the kind of discipline that is

cruel, harsh and uncaring, that punishes people at a whim. Or, that kind of discipline that singles

personnel out for ridicule in front of coworkers. The kind of discipline suggested here is one that

positively motivates fellow officers to perform to the best of their ability. Because they have

good leaders in the organization, and because these leaders project the ability “to know, do and

be”, the subordinates do their jobs well. A significant level of “esprit de corps” fosters a

significant level of organizational effectiveness and efficiency. (4)

A good leader projects a couple of key aspects that relate to his or her personality.

n A high level of discipline and morale expressed by subordinates.

n A sense of a moral obligation to others.

n High standards for honor and integrity.

n A moral code that is beyond reproach.

n Avoidance of any appearance of inappropriate behavior.

n A positive role model who expresses compassion for subordinates.

n Professional demeanor displayed at all times.

n Allows others to keep their dignity.

n A devotion to continuing education and personal development.

n Seeking ways to help subordinates develop and advance themselves.

n Avoids evil things and the appearance of evil. Conduct is assessed from

at least three reference points: (5)

1. What he/she actually is;

2. What he/she thinks it is;

3. What it appears to others;

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From these key aspects, it could be suggested that a professional leader must be fully in control

of himself or herself. And, at the same time, have a good sense of who he or she is. That is, the

leader must have a healthy view of his or her abilities as both a person and a leader. Essentially,

the leader is a person, but, as a leader, he or she takes on more accountability as well as

responsibility. As such, professional leadership projects the inner ability to move people. In

moving people, this projection of the leader gets the organization going in the direction it should

go. And, in the process, people within the organization move toward the goals in accomplishing

the objectives. By accomplishing the objectives, if the leadership is good, the people do so by

virtue of voluntary compliance.

Professional leaders are:

n Effective communicators

n Risk takers

n Good planners

n Prioritizes

n Goal/Mission oriented

n Enthusiastic

n Good observer

n Creative

n Innovative

n Adaptable

n Persistent

n Curious - Motivated

n Servant

n People-oriented - Thinker

The skills of professional leadership are geared to move people within the organization.

Effective leaders encourage positive patterns of behavior among subordinate personnel. At the

same time, this aspect of encouragement recognizes the differences that exist in people. It

should be kept in mind that people are where they are at a particular point in life for a reason.

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Allowing subordinates to be where they are in time and giving them opportunities for

improvement is part of the compassion a leader implements. As said previously, a leader is not

afraid to be a people oriented person and provide for the welfare of those he or she commands.

In law enforcement, of course, are primary directive is service to the public. Public service

comes before personal and private interests. Professional leadership encourages the service

ideal, yet, also helps personnel to succeed. The factors and aspects that affect professional

leadership provide the basis for building and maintaining a sound organizational climate.

Fundamentally, the foundation upon which professional leadership is constructed rests on the

historical references by which professionalism is defined. Basically, from a traditional

standpoint, this refers to those behavior patterns and attitudes that exhibit an adherence to certain

standards of conduct. In addition, the behavior speaks loudly with respect to character that is

marked by pride in oneself and one’s chosen career. This kind of pride pertains to integrity and

honor, and not the kind of pride that is selfish and self-centered. But, the motivation does not

stop here. Professionalism also prescribes that the professional seeks opportunities for growth

and improvement. He or she does not remain motionless in time. There is a serious commitment

to continued development of skills and knowledge in the pursuit personal excellence.

Professionalism brings to mind the issue of personal ethics. This refers to principles by which

we instill honor, morality and rules of conduct that govern us. The Law Enforcement Code of

Ethics is an example such principles that guide not only the individual, but also the group. In

law enforcement, a high standard of ethical and moral conduct is an essential ingredient in the

continued development of the professional officer. These guidelines apply both on and off duty.

The professional officer will some day become the professional leader within the organization.

As a professional law enforcement leader, he or she must model professional behavior. And, the

leader must show other the reasons why ethical and professional conduct is important. Some

reasons include: It helps to maintain the cause of professionalism.

Unethical conduct reflects on both the individual as well as the organization.

Ethical judgments and behavior win support from the community.

Ethical and professional behavior is the right thing to do.

Law Enforcement is a calling. It reinforces the service ideal of law enforcement.

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From the traditional or historic view, professionalism concerns several key points. The

following have been put forth as the critical aspects that are necessary to a discussion of

professionalism in leadership. Beginning in the early 1900's, and probably with the advent of

Vollmer's professional model of policing, these elements project what constitutes a profession.

(6)

A profession reflects a body of well-founded knowledge.

A profession provides for continuing study as well as advancement of the core philosophy of the field.

A profession has as its basic tenets a code of ethics, which sets forth the values and beliefs of the field

A profession is viewed as having a certain amount of prestige associated with it.

A profession has standards of admission and requirements for entry into the field.

A profession has an association, which puts forth the ideals of the profession.

A profession has a service ideal, which projects the idea of helping others.

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In the tradition professions, law, medicine and theology, certain standards of excellence are

recognized. These attainable requirements for the profession were held to be mandatory for

members to pursue. In law enforcement, it has been said that professional standards are

necessary to the advancement of policing. Certainly, things such as knowledge, continuing

education, ethics, prestige, admission standards, associations and a service ideal are seven

essential attributes necessary to the field of law enforcement. The struggle, no doubt, continues

in attempting to foster a professional model of law enforcement. This framework of

professionalism has been further defined to suggest the following points of reference: (7)

q A profession maintains an organized body of knowledge, which is periodically refreshed and

updated. New discoveries and innovations foster growth and improvement.

q There are facilities, such as academies, which facilitate formal training in the body of

knowledge. Advanced and career development training are further developed within this

atmosphere.

q In order to be a member of the profession, there are recognized qualifications for

membership in the field.

q There are qualified members who exercise influence for the maintenance of professional

standards within the profession.

q There is a code of ethics, which define the relationship between the members and the citizens

they serve.

q Service is rendered out of a desire to serve, not merely, on the basis of economic

considerations. - Over time, certain attributes have been attached to the law enforcement

career field. In this process, various members have advocated the professionalization of law

enforcement. Law enforcement leaders have worked to develop the credentials of the field

so that professionalism has been allowed to grow. There no doubt has been opposition to the

professional model over the years. Some do not believe law enforcement should be

considered a profession. In stead, there are those who suggest that law enforcement is more

like a trade or craft. Such opposition, both politically and philosophically, have placed

obstacles in the way, whereby it has been made more difficult to advance the field.

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The following points should be considered with regard to ethics and professionalism.

Comprehending of these key terms is important to an understanding of leadership and what it

means to be a leader.

The term "ethics" is defined as

those principles of honor, morality

and accepted rules of conduct that govern

a person and group to which he or she belongs.

A "principle" represents something that is lawfully constructed to be the right thing to do. It is

carefully constructed so adherents to it are bound by its constraints. Principles are fundamental

to an endeavor, whereby one who follows the principles is devoted to living by a certain doctrine

of belief. These form the foundation for ethical absolutism as opposed to the misguided notions

of ethical relativism. Right principles of behavior are neither negotiable nor relative to a given

situation. They apply at all times and in all cases.

"Honor" is the demonstration of respect. This is the respect for oneself as well as respect for

others. It is reflected as a respect for what one does in the course of pursuing the interests of life.

"Morality" is a part of a belief system, founded upon both faith and reason about what one

accepts as the truth. It is a word that expresses the basic tenets of right and wrong behavior.

Further, morality is an expression of what is good and decent. This suggests that there are

absolute values of correct behavior. "Rules of conduct" enhance the fundamental basis for moral

behavior by exhibiting oneself on the basis of an ethical code. There are certain expected

standards of behavior and these have been codified for guidance in personal conduct.

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Styles of Leadership: "the Good, the Bad the Ugly"

There are various styles of leadership. Probably one of the greatest leaders this country ever had

was Teddy Roosevelt. He once said, "Our country has been populated by pioneers, and therefore

it has more energy, more enterprise, more expansive power than any other in the whole world."

Roosevelt mentions a couple of things appropriate to leaders. The first thing he said was about

our country being populated by pioneers. Pioneers are people with a sense of boldness for

adventure. They seek something outside the ordinary. These are people who are not afraid to do

something different. A pioneer steps out of a mold and takes risks to propose a new thought or

activity. He or she does not have to copy someone else. Good leaders are like pioneers in that

they look for new things, develop new ideas and implement new techniques. They are creative

people with a strong sense of character and fortitude. Leaders especially need fortitude. This is

for the simple reason that they will be criticized for taking risks and doing different things.

Because they are different, good leaders will be outnumbered. Their contemporaries will be

critical. But, the second thing said by the President referred to energy and enterprise. Good

leaders have to rise above the criticism. Leaders put things into motion. They are activists and

demonstrate through example by knowing, being and doing to get things done. President

Roosevelt also said: (8)

"It is not the critic who counts, not the man who points out how the strong man stumbled, or

where the doer of deeds could have done better. The credit belongs to the man who is actually in

the arena, whose face is marred by the dust of sweat and blood; who strives valiantly; who errs

and comes sort again and again; who knows the great enthusiasms, the great devotions and

spends himself in a worthy course; who at the best, knows in the end the triumph of high

achievement, and who, at worst, if he fails, at least fails while daring greatly; so that his place

shall never be with those cold and timid souls who know neither victory or defeat."

Leadership not showmanship!

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Leadership is not something that a person is born with. Now, some may think that is

possible, but such an inclination must be learned and cultivated over time. It cannot be

given to anyone and then suddenly the person becomes a leader. Leadership does not

pass from one generation to another by a grant of special dispensation. It is not written in

a last will and testament and passed on by inheritance. Iannone states: (9)

"Any reasonably intelligent person with enough forcefulness to develop his ability to

inspire others to follow him can earn leadership status. He may never be recognized on

the organization charts, he may never be awarded stripes or bars, but he nevertheless is a

leader if others are desirous of following him. The true leader, the ideal for the

organization, is the leader recognized as such formally and granted leadership authority

not only by his organization but also by his subordinates. The grant of authority by the

latter is the only real source of authority."

Two issues emerge from this point of view. One, the leader is one who has been formally

charged with leadership responsibilities. And, two, he or she is also the one who others

recognize as a leader. Obviously, in any given organization, this presents conflict.

Often, organizations grant people leadership status, but no one has any desire to follow

them. Instead, in all probability, the subordinates will choose someone who has not been

granted the status, but is seen as a leader. This of course creates problems for the

organization. Some people are simply not capable of being good leaders. No matter how

many ranks or how much power you give them, they will be incompetent. So, by merely

promoting someone to a leadership position, there is no guarantee that the agency gets a

good leader. There is a process by which a person earns the status of leader. Again, one

could speculate about the need to know, do and be an effective leader, as stated

previously. It may take some time, even after the agency has formally acted, before a

person can earn the status of leader among his or her peers. A style of leadership takes

time and effort to develop, in order to be effective. This is due in part to the fact that

there are different styles of leadership, as there are different types of personalities. In

consideration of the varied styles of leadership, the discussion here will only address the

more historic types, or those seen from a traditional standpoint.

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From a classical perspective, Iannone asserts three types of leaders. Although there are

many people who have the potential to become good leaders, only some can really be

classified as following into that special category of the competent good leader. Others do

not press themselves forward to evolve as leaders for one reason or another. Since

leaders are individuals, they tend to approach things according to their personality and

attitude about getting the job done. The three basic types of leaders are identified in

following. The first type is the "autocrat". (10)

The autocrat is very serious about authority. He or she is authoritative. The autocrat favors a concentration of power and submission to that power. Decisions are likewise centralized and consolidated in the hands of the autocratic type leader. Subordinates have little or no input in the decision making process. Typically, the autocrat does not have difficulty letting subordinates know exactly where they stand. This type of leader is characterized by "going by the book" type thinking. By commanding and controlling things, he or she lets personnel know who is in charge.

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The autocrat probably performs well in a crisis situation due to the need for someone to

take command. At a crime scene, for example, only one person needs to be in charge and

assign duties according to skill and ability. But, not all autocrats are competent at what

they do. The autocrat is not necessarily a bad leader. Again, it depends on the situation,

the organization, the personnel and so forth. Over time, when conditions slow down and

things are not hectic or of an emergency nature, the autocrat tends to become less

effective. A crisis situation warrants quick decisive actions. But, absent a crisis,

personnel may loose their motivation and commitment under such a leader.

The second type of leader is the "democratic leader".

The type of leader expressed in the form of the democratic leader is one who thinks he or she gets the best results by group participation. This type of leader believes subordinates should participate in the decision-making process. He or she helps to foster the feeling that personnel are involved in a cooperative effort to achieve the goals and objectives of the organization. When things are running smoothly in the organization, this type of leadership works well. It serves the organization and promotes career development. However, in a crisis or unusual situation, or when change confronts the organization, this type of leadership can fail. An effective democratic leader has to blend other aspects of leadership types in order to survive. He or she may have to ensure that subordinates understand that, "I am in command, but you are still an important part of the process." In times of "peace", he or she understands the human dimension. But, in times of "war", he or she understands what it means to be in command.

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The third classic type of leader is the "free rein" leader. This "leader", if you wish to call

him or her that, is very loose in his or her style of "leadership". A "free rein leader"

usually attempts to give little emphasis to his or her role as a leader. The word "laissez-

faire" comes to mind with discussing the "free rein" personality. It is a practice that

limits interference with individual action and basically abstains from direct control or

involvement.

The "free rein" model does not work well in the field of law enforcement. Someone has to be in command. And, this type of leader is usually absent from interaction with the subordinates to a significant degree. Naturally, for the person so inclined, it is an easy course to follow on a daily basis. Sometimes, this type of leader is more concerned with how personnel view him or her. As a consequence, he or she is occupied with being liked by subordinates. This style usually produces an atmosphere of permissiveness. Without direction, control and guidance, chaos develops within the organizational structure.

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There are variations and combinations of the types of leadership styles presented.

Sometimes, it depends on the organization and people involved as to the type of

leadership that develops. Every work environment is unique. Different types of leaders

are needed for different types of situations and missions. However, with respect to law

enforcement, which is a paramilitary organization, the "free rein" model will not be

successful. Perhaps a blending of the "autocrat" and the "democratic" types would best

serve the needs of the police organization. The personality of the leader is the key, which

leads to the type of leadership style he or she develops. Yet, given the unique atmosphere

of law enforcement, special kinds of leaders, who possess great skills in leading other

officers, are greatly needed in today's world. Leaders in law enforcement need to project

"command presence".

Indicators of Positive Leadership

Command Presence Distinctive Manner and Bearing Command of Mental Abilities

Mental, Physical Emotional Focus Strength of Character

Calmness and Self-Control Personal Self-Discipline High Standards of Honor

Integrity and Ethics Sense of Duty and Devotion

High Level of Esprit de Corps High Subordinate Morale

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Choosing Effective Leadership:

Leadership within a police agency can be seen in the line officers, as well as others

within the department. If the officers and staff of a department are motivated and have

good morale, then such an atmosphere reflects upon the leadership. Line officers, first

line supervisors, middle management and command staff officers all desire to follow a

good leader. And, leadership begins at the top. The effective leader must realize that

giving commands is different from leading. Some believe that the more you give

commands the better things work. Actually, a good leader will give fewer commands,

and demonstrate leadership by motivation and direction. An effective leader coordinates

and inspires people to action. One of the responsibilities of a good leader or supervisor is

to exhibit a solid sense of values. That is, the supervisor must express honor, integrity

and reliability. In order to do this, he or she must be committed to a belief system that is

well grounded. The effective leader projects his or her personal philosophy into the way

he or she leads. If the belief system is well founded, and built upon a solid foundation of

absolute principles, then the leader will be effective at what he or she does. A personal

value system is essential to leadership. For this and other reasons, the first-line

supervisor is a key element in the police organization. He or she has the opportunity to

influence and guide new and older subordinates. Typically, in most organizations, the

first-line supervisor is a sergeant. The sergeant occupies an important organizational

position. As such, he or she works very closely with subordinate personnel fostering a

teamwork approach to the police mission. This close working relationship bonds officers

together to accomplish the mission of the law enforcement service. Promotion to rank

involves risks. When a line officer, and former member of the "group", moves up the

chain, the new supervisor quickly discovers he or she is viewed differently.

Advancement requires an even stronger commitment to personal ideals and principles.

Setting an example of leadership is sometimes a challenge, because the new supervisor

must take on a different role within the organization. A supervisor carries a notion of

moral authority into his or her work environment. This stems from the personal value

system of the supervisor. They have an obligation to inspire and encourage men and

women under their command to excel in their daily tasks.

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There are some important aspects of selecting a leader. A personal value system, the

confidence of employees and success achieved within the agency are relevant

considerations when choosing a leader. It is critical to the mission and goals of the

organization that an effective leader, based on his or her leadership ability, is

appropriately selected. A new leader cannot be chosen by default or by heritage, but

instead, through an effective selection process that is based on merit. An effective

leadership style is crucial to effective management. However, not all managers are good

leaders. In fact, there are probably a lot of managers in law enforcement, but very few

good leaders. A good leader learns how to be a good manager as well. And, law

enforcement, as a profession, desperately needs good leaders. Management capability

relates back to the leadership style, which in turn, is based on values, confidence and

success in the organization. Also, good managers, who are good leaders, have an ability

to achieve a certain technical ability in getting things done. Although they do not need

have an in-depth knowledge of a technical nature, they need to be familiar with the basics

as related to experience and education in the field. In other words, they need to be a good

practitioner and know what they are talking about. And, if they do not know something,

then they should find out. But, aside from their technical capabilities within the

organization, they need to have good people skills, and a formulated conception of the

mission and goals of the department. The conceptual framework, from the standpoint of a

leader, is to have a vision about the organization and where it is going in the future. He

or she must develop an understanding of the sub-culture that exists within the

organization. As a leader, he or she needs to be sensitive to the political climate as well.

With this knowledge, the leader builds relationships and mechanisms of cooperation for

team building purposes. Such knowledge leads toward an understanding of how things

fit together within the organization, and the impact it has on those things external to the

organization. Good leadership is built upon an ability to comprehend the complexity of

the organization, and formulate a strategy to make it successful. Organizations can be

very complex places to work. In the competitive environment of an organization, leaders

need to be thinkers and innovators. They need to be people who can get things done and

stimulate teamwork among the subordinates.

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To isolate specific quantifiable criteria to define true leadership is a difficult task and not

really possible. There are too many variables of a person's personality that come into

focus as we try to develop the right equation relative to competent leadership. As

suggested here, "good leadership" and "good leaders" should be seen as also including

competence. Unfortunately, there are those who are alleged to be leaders, but, in reality,

are incompetent to hold any such position. Some people get promoted simply to get them

out of the way of others who are more productive and competent. The down side of this

is that the incompetent "leader" continues to mess things up. That is, of course, unless

the incompetent "leader" can be placed somewhere he or she becomes relatively harmless

to the organization. Such people often become steeped in the rituals of the hierarchy,

which often means paperwork, and lots of it. The processes become more important.

People within the organization become less important. And, the public is viewed as the

source of perpetuating the process so that his or her function can be continually

reinforced. The incompetent "leader" lives to foster the myth of his or her own ability

within the organization. Eventually, the continued corruption of the organization by

incompetence leads to failure. Many people within an organization cling to out-dated

notions that have long been replaced by more productive means. Good leaders must be

ready to accept certain types of change. Change is okay, as long as it does not sacrifice

the ethics and morality of the leader. There are, of course, certain ethical absolutes, such

as truth, integrity, decency and justice, that never change regardless of the situation. For

the competent leader, there is no such thing as situational ethics. Good leaders are

cheerful in their embracing of the challenges of the organizational demands placed upon

them. It is a kind of "organization alacrity", to which, the competent leader is ready and

able to rise to the occasion. Organizational alacrity is a readiness for action coupled with

a positive attitude about his or her job. He or she enjoys being in command and getting

things done in an effective and efficient manner.

Organizational

Alacrity

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A good leader has organizational alacrity in the sense that he or she is not afraid to take

charge and lead others by positive influence. Basic factors that relate to such abilities

include, as mentioned earlier, the following key points:

Committed to Professionalism in the advancement of the mission and goals of the organization.

Personal values in the expression of one’s value system. Attributes of courage, competence, integrity, honesty, morality and candor.

Demonstration of confidence in those under supervision. Channels of communication open for effective flow of information.

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Strong personal attributes, which include values, confidence in personnel and personal

leadership inclinations, should be solidly reinforced by:

1. Technical and

Tactical Skills.

2. Interpersonal

communications

skills.

3. Conceptual skills.

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The issues of leadership, management and supervision should be viewed as part of an

organizational continuum involving people, places and things. The people are part of the

organizational structure and environment in which they work. There are at least two

dimensions to this issue of the organization. The people have a work environment and a

home environment, and certain parts of each overlap and influence the other. This must

be kept in mind when dealing with the people within the organization. Each has a public

self and a private self. And, they are where they are for unique reasons related to their

life experiences at a given point in time. People bring uniqueness to the organization,

along with their own special personalities, inclinations and motives. Some are passive

and some are aggressive. The human dimension must be given plenty of consideration

when it comes to supervision. When a good leader, for instance, sets boundaries, defines

the mission and goals, and provides the leadership, people are apt to rise to the occasion.

Yet, levels of motivation will vary. Some will be motivated and some will not.

Understanding the human dimension is critical to leadership. Places, on the other hand,

include the working environment and the conditions in which people work. Things

include the processes and mechanisms by which the mission, goals and objectives of the

organization are accomplished. Within this spectrum, seven fundamental aspects have

been discussed. These include the following:

1. Leadership Style: autocratic (authoritarian), democratic, free-rein;

2. Personal Value System;

3. Confidence in personnel;

4. Leadership inclinations based personal success;

5. Technical and Tactical knowledge of management;

6. Interpersonal Communications Skills (human relations);

7. Conceptual Framework of the Organization;

These seven foundational aspects of leadership, management and supervision probably

can be brought together into a dynamic multidimensional continuum of organizational

effectiveness. This is an integrated process stemming from style and values to

conceptualization of the mission and goals of the organization.