CHAPTER 3 Flashcards
Leadership, Supervision, and Command Presence
Leadership
the art of influencing, directing, guiding, and controlling others in such a way as to obtain their willing obedience, confidence, respect, and loyal cooperation in the accomplishment of an objective.
Distinction between being authority and being a leader
When men obey another because of fear, they are yielding . Their obedience is given grudgingly. There is little loyalty or teamwork, and no desire to give their all for a common cause.
When men follow, they do so willingly—because they want to do what a leader wishes
Development of Leadership Ability
In their book Extreme Ownership, How U.S. Navy Seals Lead and Win Jocko Willink and Leif Babin describe a leader as:
- The only meaningful measure for a leader is whether the team succeeds or fails
- For all the definitions, descriptions, and characterizations of leaders, there are only two that matter: effective and ineffective
Development of Leadership Ability
Effective
Ineffective
- Effective leaders lead successful teams that accomplish their mission and win
- Ineffective leaders do not
Leadership ability is not inherited. There are no born leaders.
The true leader
—the ideal for the organization—is the leader recognized as such formally and granted leadership authority not only by the organization but also by the subordinates.
The grant of authority by the latter is the only real source of authority.
Leadership status must be earned.
- qualities may be developed by training and self-discipline
- habits can be changed and emotions controlled
- Mannerisms, speech, manual and mental skills, and attitudes can be altered by training
- requires diligent effort
The best leaders make their jobs appear easy because ________. They learn to ________ that problems are developing and have the fortitude to ________ before the problems become unmanageable.
- they have the fewest problems
- recognize symptoms
- take timely preventive action
Types of Leaders
- Autocratic
- Democratic
- Free Rein or Laissez-Faire
- Autocratic
- make decisions without allowing subordinates to participate
- go by the book
- direct, command, and control subordinates no one ever forgets who is the boss.
- rule through fear, intimidation, and threat
- the tyrant among supervisors
- leader centered, little concern for others and considerable interest in their own supervisory status
- Democratic or Participative Leader
seeking ideas and suggestions from their subordinates allowing them to participate in decisionmaking that affects them, by and large secure the best results as leaders.
use little authority to encourage the employees to participate in getting the job done.
They treat the employees as associates in a joint venture and increase feelings of responsibility and sense of achievement, recognition, and personal growth
this approach increases the employees’ commitment to the goals of the organization.
- Free Rein or Laissez-Faire Leader
- play down their role and exercise minimum control
- seldom giving subordinates the attention or help they need
- They do not interfere with employees
- often as harmful as an excessive amount of supervision
- concerned about being liked by subordinates than respected
- morale, discipline, efficiency, and production begin to deteriorate, and the leader loses control.
Situational Leadership
The ability to adjust leadership style to fit the developmental level of the followers and needs of a situation
developed by Kenneth Blanchard and Paul Hersey
Hersey and Blanchard developed situational leadership to:
help supervisors understand how to diagnose situations and apply the correct management style for maximum results.
a combination of task behavior (giving specific instructions) and relationship behavior
Readiness Style 1
(telling)
* Workers are both unable to do the job and unwilling to try
* high in task behavior but low in relationship behavior
officer has limited training in first aid and is insecure about attempting CPR
Readiness Style 2
(selling)
* Workers are unable to do the job but are willing or confident
* high in task behavior and high in relationship behavior
officers eager to write traffic tickets, but sergeant wants to teach how to be more effective in traffic enforcement by adding new behaviors to limited skill sets
Readiness Style 3
(participating)
* Workers are very capable but are unwilling or insecure
* low in task behavior and high in relationship behavior
experienced officers very capable but strongly disagrees with a new directive
Readiness Style 4
(delegating)
* workers are very capable and very willing
* low in task behavior and low in relationship behavior
a detective squad is closer to Style 4, comprised of experienced officers who want to be there
“Situational leadership is based on an interplay among: (three things)
(1) the amount of guidance and direction (task behavior) a leader gives
(2) the amount of socio-emotional support (relationship behavior) a leader provides;
(3) the readiness (‘maturity’) level that followers exhibit in performing a specific task, function, or objective.
It was developed to help leaders be more effective in their dealings with subordinates.
Transformational Leadership and Empowerment
- Successful and effective supervisors adapt
They motivate their workers to utilize creative problem solving. They reinforce the department’s vision and desired culture.
James MacGregor characterized leaders as:
Transactional leadership
or
Transformational leadership
- Transactional leadership
- Transformational leadership
- when one person takes the initiative, making contact with others for the purpose of the exchange of valued things
- when one or more persons engage with others in a way in which the leader and the non-leader raise one another to higher levels of motivation and morality
According to the Center for Leadership Studies (CLS) Transformational leaders:
- set high standards of conduct, become role models, gaining trust, respect and confidence from others
- articulate the future desired state and a plan to achieve it;
- question the status quo and [are] continuously innovative, even at the peak of success
- energize people to achieve their full potential and performance.
continued
Transformational leaders:
- motivate followers to produce more than expected
- encourage followers to transcend self-interest for the group/organization
- motivate followers to address higher needs
- empower employees to make decisions and handle situations
Empowerment of employees
- pushing decisionmaking down to the lowest possible allowing employees to manage themselves and make decisions
- giving employees the authority to create new approaches -a new way improves the old.
- providing employees with the principles and values of the organization, along with the desired outcomes
Seiter contends that the end result of leadership in an organization is to ________ in a manner consistent with the culture, principles, ethics, and values desirable within an agency.
- empower employees to make decisions and respond to situations
Selection of a Leadership Style
- There is no set of hard-and-fast rules for supervising in every work situation
- must determine which style of leadership is best for the particular working environment
- selection of the right approach for the right situation is key to skillful leadership.
Command Presence and Leadership
the natural manner of an individual indicating a complete command of their mental, physical faculties, and emotions.
It encompasses the qualities of dignity, selfassurance, and poise. That outward appearance the person has the ability and qualifications to take command of any situation.
When leaders have command presence, they remain cool, calm, and collected in the face of conflict, and exert confidence and self-control ________. It is often said that command presence is best reflected by leaders who look ________as things get worse and worse.
- while handling a crisis
- calmer and calmer
Lt. Chris Cole tips for improving supervisor’s command presence:
Look Sharp
—Present a positive image to the public.
Be well groomed with a clean-pressed uniform.
Ensure your badge, brass, and shoes are polished.
Lt. Chris Cole tips for improving supervisor’s command presence:
Act Sharp
—Carry yourself with professionalism and authority.
Know your job. Walk tall, speak clearly, and stand up straight. Doing so will help project your command presence and authority
Lt. Chris Cole tips for improving supervisor’s command presence:
Be Sharp
—Keep yourself well rested and exercise regularly.
Be honorable, have integrity, display teamwork.
Build trust with your community and with your subordinates.
Remember the importance of making a positive first impression, as that is how others will perceive you.
Elements of Leadership
- Discipline
- Ethics
- Common Sense
- Psychology
Disipline
A high level of discipline in its broadest sense in an organization is perhaps the best mark of good leadership.
Ethics
- a moral obligation to adhere strictly to the high standards of honor and integrity they expect of their subordinates—which they and their superiors have the right to expect.
- avoid all evil but also must avoid all appearance of evil
- Their conduct is appraised in three frames of reference:
what it actually is,
what they think it is,
and what it appears to be to others.
Common Sense
- one of the most valued characteristics of a leader and is the hallmark of true leadership.
- Excellent leaders are guided by proper regulations and procedures, but they use good judgment when applying them.
- the action that gets the best results, with the least cost or side effects
Psychology
- practical knowledge of the psychological factors that affect human behavior
- understanding of the things that motivate employees
Motivation of Employees
the application of incentives, which encourages a certain positive pattern of behavior and attitude and contributes to the accomplishment of organizational objectives
The effective supervisor will recognize the difference between ____________because of high job satisfaction and ____________to do so—deviously or otherwise. This is motivation versus manipulation.
- giving employees a desire to produce well
- trying to force them
Positive Motivators
- Money and other material incentives
- Recognition is a strong motivating force in people
- merit ratings
Negative Motivators
fear, coercion, intimidation, and punishment, should be avoided
except when more constructive, positive means have been tried and have failed
Fear, as a negative motivator, involves threat, direct or implied, and a degree of intimidation, but because human beings can shield themselves by ____________, fear soon loses its value as a motivating force. The employee ____________, or the organization will lose him or her.
- developing a tolerance of stress
- will soon become hostile
Situational Analysis and Self-Appraisal
Supervisors should constantly evaluate their leadership qualities in an objective manner to gain some insight into their strengths and weaknesses.
The biggest problem is in honestly admitting to oneself that their techniques might be wrong
Leadership Characteristics
- Friendliness, sincerity, affection for others, and personal warmth
- A sincere expression of pleasure when greeting someone, especially a subordinate, has immeasurable value.
- A warm, sincere handclasp or a word of congratulation takes little time and is worth every moment it takes
Leadership Characteristics
- Enthusiasm for the job and all it entails
Zeal to do the right thing and to get the job done is extremely contagious and is quickly felt by others
Leadership Characteristics
- Ambition
ambition is desirable; however, it must be controlled, or it can become a millstone around the supervisor’s neck.
It should never result in the taking of credit belonging to another. Neither should selfishness and vanity be allowed to corrode the supervisor’s career.
Leadership Characteristics
- Energy and vitality
Being a leader requires much physical stamina and a high frustration tolerance.
Good leadership and hard work seem to go hand in hand. Diligence and industry are essential to effective leadership.
Leadership Characteristics
- Moral and physical integrity
- Real leaders have moral as well as physical courage.
- sense of direction and purpose, with clear goals in mind.
- They take personal responsibility.
- They know where they want to go and what they want to do.
- They do not make promises they do not intend to keep because their word is their bond.
- It is more important that they be trusted and respected than liked
Leadership Characteristics
- Intelligence
- successful leaders almost invariably have more intelligence than those they lead.
- They have a sense of imagination and humor
- capable of making objective observations
- a questioning attitude that helps them in their search for the truth in all matters
- highly developed abilities to see all sides of a question and draw commonsense conclusions from the evidence at hand
Leadership Characteristics
- Technical skill
Most successful leaders have technical mastery of the job, including the teaching skill
highly successful if they have a reasonable understanding of what the job requires and have a mastery of the leadership abilities necessary for getting it done.
Leadership Characteristics
- Faith
- Leaders have faith and confidence in themselves and their subordinates
- Employees will seldom have confidence in an individual who has no self-confidence
- Verbal aptitude
- most successful leaders are verbally capable
- persuasive and tactful
- important in dealing with others without generating friction
- Courtesy
politeness is a civility that must be practiced at all times.
- Modesty
- Real leaders can afford to be modest and practice humility.
- Their accomplishments will attest to their value without them constantly reminding others of their greatness
Human Relations and Leadership
- there has been too much concern with making people happy
- just having happy employees is not enough
- employees need reasonable goals and a sense of achievement and personal development if they are to be satisfied and productive
According to Robbins, evidence suggests that ____________ rather than the reverse. That is, productivity leads to satisfaction. If you do a good job, you intrinsically feel positive about it
- productive workers are more likely to be happy workers
Industrial psychologist Dr. David Jones reports that many newly appointed leaders fail because ________, particularly those in subordinate roles. Successful leaders build _____ relationships with those they work with.
- the inability to establish and maintain effective relationships with others
- personal, positive, and professional
Manner of the Leader
- The physical, moral, and mental attributes of supervisors have a powerful effect on their relations with subordinates.
- Frequent irritation, grouchiness, and emotional displays—especially of temper or anger—are indicators that the supervisor lacks the self-control desirable in a leader.
Language of the Leader
What they say and the manner in which they convey their thoughts give clues to their mental state and the attitude behind it.
speech should be unaffected, positive, and direct, not uncertain, indecisive, negative, or apologetic
Commendations and Praise by the Leader
- The desire of individuals for recognition is a force the supervisors should utilize to substantially increase effectiveness.
- Commend in public but criticize in private.
- The most skillful supervisor will strike a reasonable balance between constructive criticism when it is needed and praise when it is earned.
The One Minute Manager by Ken Blanchard and Spencer Johnson recommends using the one-minute praising technique as follows:
- upfront, how they are doing
- Praise people immediately
- what they did right—be specific
- how good you feel about what they did right and how it helps the organization and the other people who work there.
- Stop for a moment and let them “feel” how good you feel
- Encourage them to do more of the same
- Shake hands or touch people which makes it clear you support their success in the organization.
(Tell People)
Blanchard and Johnson suggest ________ techniques similar to those listed above. According to these authors, “________.
Effective communication skills, combined with effective interpersonal skills, will allow them to ________.
- one-minute reprimanding and one-minute goal-setting
- Feedback is the breakfast of champions
- “punish without drawing blood
Knowledge of Subordinates
become familiar with each individual’s background, experience, education, family relationships, sickness patterns, performance, and any other data that may give them insight into their qualifications, aptitudes, potential, and motives.
Knowledge of Subordinates
By becoming familiar with their drives and motives, supervisors will gain some clues to their reactions as individuals and as a group.
Supervision of the Marginal Employee
Marginal employees who do just that amount and quality of work that will not give the organization a cause of action against them are often the cause of considerable concern to the supervisor.
- Such employees are invariably the source of much dissatisfaction within their peer group, which they often contaminate with their anti-organization attitude.
- Production and morale eventually suffer.
- disgruntled, frustrated, or emotionally distressed.
Disgruntled employees with grievances ________the cause for their complaint. Imagined grievances are usually corrected easily by ____________ or by providing the facts they do not have. Disgruntled employees who have been a disciplinary problem in the past are often ________ problem for supervisors.
- should be given an opportunity to express
- encouraging employees to examine the real facts
- an extremely difficult and distressing
Order Giving
the complex process of communicating ideas in such a manner that the recipients interpret what they hear in the way the communicator intends.
Each order is susceptible to three interpretations:
- what persons actually say
- what they think they have said, and
- what the recipient thinks was said.
Most common mistakes that are made in order giving
- Using indistinct speech or poor word selection
- giving orders in a disordered or haphazard manner
- giving too many orders at one time or
- too much detail in one order
- and neglecting to follow up
Direct Commands
- when emergent conditions require direct, prompt action.
- when dealing with an employee who is lazy, careless, indifferent, or irresponsible, or the one who refuses or neglects to obey standard operating rules or fails to respond to suggestions or implied orders
- When orders are given in the form of commands, they should be simple and direct.
Requests
- Experience clearly indicates that cooperation is most readily obtained through requests rather than commands.
- Cooperation cannot be demanded; it must be won
Implied or Suggested Orders
- implied or suggested directives can be employed to good effect with the reliable employee who readily assumes responsibility for a task.
- Orders to inexperienced or unreliable employees should be given in a more direct manner than by implication or suggestion.
Requests for Volunteers
Occasionally, supervisors will call for volunteers to perform a ____________ they cannot or should not perform themselves. The call for volunteers should be used with care so that it will not become a simple expedient ____________or issuing orders that are in the best interests of the organization.
- dangerous or disagreeable assignment
- for escaping the responsibility of making assignments
Method of Communication
If orders are indirectly given, they will tend to strengthen ideas already present. If they are positive, they are likely to be more effective than if made in a negative vein
Method of Communication
Verbal orders are usually ____ (especially if they have been performed before) and in emergency situations. As with many communications, a verbal order can be easily ________, as can the intent of the person giving it. Details can be ____. Because of these factors, it is sometimes difficult to hold anyone ____ for failure in giving or carrying out an oral directive.
- satisfactory for simple tasks
- misunderstood
- easily forgotten
- accountable
Method of Communication
Written orders should be used in situations where ____________ to ensure that all receive the same message. Such orders ____________ and provide a basis for attaching _________________.
- complex operations or numerous persons are affected
- facilitate systematic follow-up
- accountability for failures
Follow-Up
Supervisors surrender authority little by little when they fail to follow up on their orders to ensure that they have been carried out. When subordinates are directed to complete a task by a certain time, they should be required to comply as instructed. Notations regarding deadlines should be made by supervisors on their smart device, desk calendar, pad, or notebook to remind them of the time they have designated for completion of an assigned task.
Follow-Up
Supervisors surrender authority little by little when they fail to follow up on their orders to ensure that they have been carried out.
Follow-up
When subordinates are directed to complete a task by a certain time, they should be required to ____________. Notations regarding ________should be made by supervisors on their smart device, desk calendar, pad, or notebook to remind them of the ____________ for completion of an assigned task.
- comply as instructed
- deadlines
- time they have designated
Decision-Making
One of the most frequent functions supervisors are called on to perform is that of decision-making. It is imperative that they develop their ability to draw conclusions from facts at hand and stick to a decision unless, of course, it is manifestly improper.
Decision-Making
Even if they occasionally make the wrong decision, the fact that they have taken ____________ is usually better than if they had taken none at all. ________has a stabilizing influence on subordinates. Indecisiveness is easily perceived and tends to ________. Ultimately, performance is ____.
- positive action when action is indicated
- Decisiveness
- destroy confidence and lower respect
- adversely affected
The decision-making process
- First, there must be an awareness that a real problem exists
- Second, facts must be obtained
- Third, data must be evaluated and analyzed.
- Fourth, alternative approaches to a logical conclusion, and consequences should be weighed.
- Fifth, a decision must be selected from the alternative solutions
- Sixth, the decision must be communicated to those who carry it out
This involves insight
Drawing of Conclusions
The making of decisions and the drawing of conclusions should not be based on snap judgments Supervisors who jump to a conclusion before knowing pertinent facts will find their conclusions more often wrong than right.
Drawing of Conclusions
- Supervisors who jump to a conclusion before knowing pertinent facts will find their conclusions more often wrong than right.
- Employees who are troubled and worried over a serious personal problem may have varied reactions
- The supervisor should attempt to ascertain the true explanation rather than accept the offered one for a particular type of behavior affecting a subordinate’s performance.
Moderation in Supervision
Oversupervision is perhaps the most common failing of inexperienced supervisors. It arises from the failure to delegate tasks, either because of a lack of confidence in the subordinates or a disinclination to relinquish what they think are their supervisory prerogatives.
Moderation in Supervision
It arises from ________, either because of a lack of____________or a disinclination to relinquish what they think are their supervisory prerogatives. When supervisors take it upon themselves to do ____________, the employee’s initiative is ________, and the morale of the team invariably suffers. Subordinates do not expect superiors to do their work, and _________.
- the failure to delegate tasks
- confidence in the subordinates
- their subordinates’ work
- corroded
- do not respect them for it when they do
Moderation in Supervision
If employees are capable of performing the assigned task, ________without the supervisor standing over them checking on every detail. If the employees cannot be trained to do the task properly, ________.
- they should be allowed to do so
- they should be assigned to another
Moderation in Supervision
Oversupervision, often called________causes loss of respect for the supervisor, creates suspicions in the minds of employees, fosters rumors, and arouses resentment.
- “snoopervision,”
Moderation in Supervision
The effective supervisor will soon learn ________ each employee needs and to each accordingly. Even the most efficient employees want some attention to give them some assurance that their good services ________.
- how much attention
- direct attention
- are not going unnoticed
Fraternization
Friendship alone should not be allowed to become the basis for ________.
____________should be dignified, warm, friendly, and democratic but never boorish.
- preferential treatment
- Formal relationships
Fraternization
Overfamiliarity and the taking of ________ by subordinates, purely because of friendship, should be discouraged because they tend to ________, especially when unrestrained familiarity takes place in the presence of other subordinates.
- unjustified liberties
- corrupt respect for authority
Fraternization
On the other hand, status distinctions between ____ and subordinates should not be allowed to become so great, that the supervisor give them the impression that they are ________.
- first-line supervisors
- an entirely different species
Example Setting
Respected leaders will be imitated ________ by those they lead.
- consciously or unconsciously
Example Setting
Subordinates will look to the supervisors to set the standard of conduct by ____. Upon it will be based much of their ________for the supervisor.
- their example
- respect and support
Female Supervisors
Studies since the 1970s have found that ________ police forces are more effective and beneficial for the communities they serve; however, ________ sometimes find additional challenges in supervising some of their male subordinates.
- diverse and representative
- female supervisors
Female Supervisors
A woman supervisor is often required to __________.
- prove herself over and over
Female Supervisors
The solution seems to be for her to develop leadership abilities, prepare herself ________, and scrupulously avoid the commonly recognized ________ that often lead to supervisory failure.
- technically for her position
- leadership weaknesses
Female Supervisors
Leadership weaknesses
- indulgence in wrongdoing or misconduct
- vacillation in the decision-making process
- unfairness.
Female Supervisors
Gender stereotyping has been cited by Haar and Morash as _____. Their ____ is an additional source of stress for female officers. Of all sworn officers in 2021, ____ were women.
- one of the primary sources of stress for female officers
- minority status
- 13.1 percent
Supervising a Diverse Workforce
In one of its key recommendations for building ____ in community-oriented police relations, the President’s Task Force on 21st Century Policing focused on the need to ensure law enforcement agencies better reflect ________.
- trust and legitimacy
- the diversity of the communities they serve
Supervising a Diverse Workforce
The ____ presents additional challenges to the supervisor. Supervisors need to ensure subordinates behave in an ________ with their coworkers.
- diverse workforce
- ethical and professional manner
Supervising a Diverse Workforce
Perhaps the biggest challenge facing police executives of the twenty-first century will be to develop police organizations that can ________ the global shifts in culture, technology, and information.
- effectively recognize, relate, and assimilate
Supervising a Diverse Workforce
Good leaders are not only creative change agents but also ________, exercising foresight and the capacity to see ____ and the “long view.”
- practical futurists
- the “big picture”
Supervising a Diverse Workforce
Today, we live in the digital age and work in a multicultural environment. Leaders need to be both transformational and culturally sensitive. That is, effective leaders innovate by:
- Transforming workplaces from the status quo to appropriate environments.
- Renewing organizations and becoming role models by transmitting intellectual excitement and vision about their work.
- Helping personnel to manage change by restructuring their mindsets and values
Supervising a Diverse Workforce
Today’s best leaders place a high focus on ________ . They utilize ____ as a guiding principle in all their interactions, both internally in the department and externally in the community.
- diversity, equity, and inclusion
- procedural justice
Supervising a Diverse Workforce
Police supervisors exercise this leadership through anticipatory thinking, strategic planning, creative decisionmaking, and effective communication. Good leaders not only acknowledge their own ____ but also understand the ________ of the people with whom they work.
- ethnocentrism
- cultural values and biases
Supervising a Diverse Workforce
if law enforcement agencies fail to achieve ________, both their ________ will surely diminish. The very best police agencies reflect the diversity of the communities they serve.
- cultural diversity
- effectiveness and perceptions of legitimacy
Supervising a Diverse Workforce
The more diverse the working population becomes; ________.
Shusta and colleagues report that this approach to leadership was echoed in the introduction to Transcultural Leadership: Empowering the Diverse Workforce addresses a new global reality: ________ .
- the more leadership is needed
- productivity must come from the collaboration of culturally diverse people
Supervising a Diverse Workforce
It demands that employees be selected, evaluated, and promoted on the basis of ________, regardless of gender, gender identity or expression, race, sexual orientation, religion, or place of origin.
- performance and competency
Supervising a Diverse Workforce
Law enforcement leaders must be committed to setting an ____ that does not permit racism or discriminatory acts and must act swiftly against those who violate these policies. They must monitor and quickly deal with complaints both from within their workforce and from the public they serve.
- organizational tone
Supervising the Multigenerational Workforce
Each generation carries its own array of strengths and values to the workplace. Overseeing the wide range of generational groups can present challenges for a manager. This is due to the diversity between the newest members of:
- Generation Z,
- Generation Y,
- Baby Boomers
- Traditionalists
Supervising the Multigenerational Workforce
Generation Z:
Born between 1995 and 2010, born within the technological age, war on terror, and in an age of multiculturalism.
- excellent multitaskers, having the ability to process information very quickly
- They seek uniqueness in their lives and are more global in their thinking
- constantly looking for their next best opportunity
- changing jobs at a rate that is 134 percent higher than in previous years
- 81 percent are searching for roles that better align with their interests and values,
- 76 percent of respondents are seeking more opportunities to learn and practice new skills
Supervising the Multigenerational Workforce
Generation Y:
Born between 1981 and 1996
- extremely technologically savvy
- have a casual attitude toward employers, and seek a fun and flexible working style.
- good multitaskers, and being both achievement-and team-oriented
- referred to as millennials or the Net Generation
- changing attitudes toward what is considered socially acceptable in terms of police officer suitability
Supervising the Multigenerational Workforce
Generation Y:
Born between 1981 and 1996
28.6 percent of millennials reported that those with a felony arrest record could still make a good law enforcement officer. However, of those same individuals polled, 95.3 percent reported that individual honesty, integrity, and character are the most important characteristics of law enforcement officers.
Supervising the Multigenerational Workforce
Generation X:
Born between 1965 and 1980
many employees rarely leave agencies—they leave supervisors.
- wants a balanced work–life schedule, including family time
- appreciate mutual respect and open communication
- quickly assuming more leadership roles, independent, resourceful, and self-sufficient
- constitute much of today’s workforce in police agencies
Supervising the Multigenerational Workforce
Baby Boomers:
Born between 1946 and 1964
- a strong work ethic
- loyal employees, and climbing their way up the corporate ladder
- value face-to-face interaction
- some may not be adept in the computer age, their personal work experiences can aid in the learning process.
Supervising the Multigenerational Workforce
Traditionalists
The silent and greatest generation: Born before 1946,
- characterized by the hard times in which they lived, many during World War II and some growing up during the Great Depression
- They did not grow up with today’s technology and some are uncomfortable with it
- volunteers in the police department or possibly as members of government that supervisors will interact with regularly.
Nurture mentoring relationships
Gen Ys were raised on email, text messages, Facebook, and Twitter, while Boomers know customer relationship management and other enterprise management tools.
Magnuson and Alexander, how to successfully manage a multigenerational workforce:
Take advantage of each group’s strengths and pair up older and younger workers to mentor each other.
Create a productive environment
Each group may have preferences regarding the work environment.
Magnuson and Alexander, how to successfully manage a multigenerational workforce:
Boomers and other generations are often comfortable with traditional office hours but may also appreciate flexible scheduling that allows them to vary their work hours.
Communicate with a range of tools
While a Boomer/Traditionalist might prefer face-to-face communication, a Gen Y worker is completely comfortable with an email, text, or other electronic message.
Magnuson and Alexander, how to successfully manage a multigenerational workforce:
Consider disseminating messages in multiple ways to ensure that each group in the multigenerational workforce is likely to read them.
Foster a respectful environment
Each set of the multigenerational workforce brings its own strengths and experiences, meaning that each worker deserves respect and trust.
Magnuson and Alexander, how to successfully manage a multigenerational workforce:
As a supervisor, work to create an environment free of prejudices reflected in comments such as “Those darn kids on their smartphones . . .” or “Those old people just won’t change. . . .”
Reward good behavior
Magnuson and Alexander, how to successfully manage a multigenerational workforce:
Reward the multigenerational workforce frequently and as soon as possible after a positive action happens
A successful supervisor must be considerate to each group’s ________ in order to build a productive and efficient team that will get the job done.
- values and preferences
Avoidance of Gender Bias and Harassment
Harassment can take many forms and must be meticulously avoided. It is ________ to the organization. It is perceived by those subjected to it as an act or series of acts that causes persistent mental distress or worry.
- destructive of morale and needlessly embarrassing
Avoidance of Gender Bias and Harassment
The most common acts that are alleged as a basis for charges of harassment include the following:
Unjust favoritism
Improper advances with sexual overtones, unwanted physical contact, improper verbal or body language
Rude or discourteous language
Deprivation of entitlements, such as in assignments, promotions, work conditions, or employee welfare
Unfair evaluations Demotions
Deprivation of merit salary increases
Discharges
Salary reductions Any acts that might be perceived as having created a hostile environment
Avoidance of Gender Bias and Harassment
____ of police agencies have no written policy against sexual harassment
34% percent
Avoidance of Gender Bias and Harassment
Twenty-first century police officers understand they may ________ of the individuals they interact with, including the rights of LGBTQ+ people, and they have a sworn obligation to take those rights seriously.
- never violate the constitutional rights
Symptoms of Leadership Failure
The appearance of ____________ will usually denote weaknesses, if not downright failure, of an individual as a leader. When supervisors exhibit these characteristics to a marked degree, they are not fit to ________.
- selfishness, suspicion, envy, failure to give credit, hypercriticism, and arbitrariness
- direct and control others
Symptoms of Leadership Failure
They may fail because, as supervisors, they cannot ____; they may have trouble maintaining ____ with subordinates; or they may have not developed the ability to ________ , coordinate the activities of those working for them, or follow up on their performance and take appropriate remedial action when they fail.
- manage people
- effective relationships
- delegate tasks well
Leadership Issues in Community Policing
The key ingredients in developing an effective leadership–followership strategy are:
- genuine participation
- communication
- shared decision-making
- equity
- self-control
- and interdependence
Leadership Issues in Community Policing
Community policing (CP) calls for a partnership between ________ to solve problems on a neighborhood-by-neighborhood basis. CP is generally understood to include components of crime prevention by police officers ______,
- the police and the local community
- acting as coordinators
Leadership Issues in Community Policing
Community Policing
- requires leadership, management, communicative skills, considerable amount of creativity
- requires organizational changes in the police department
- more decision-making authority to officers at the level where the work is being done
- neighborhood residents, business owners, community groups, and local workforce all become equal partners with the police department.
Leadership Issues in Community Policing
The Police Executive Research Forum (PERF)
A well-known nationally renowned independent research organization that focuses on critical issues in policing in existence since 1976 and commonly raise ideas of best practices on fundamental issues such as reducing use of force; developing community policing and problem-oriented policing
Community Policing
- changed during the war on terror
- Some say community policing ended on September 11, 2001
Magnifying Community Policing through Social Media
A social media survey conducted by the International Association of Chiefs of Police (IACP) found that:
- 96 percent of police departments use social media in some capacity
- 80 percent say it has helped them generate tips and leads to solve crimes
- 73 percent said it helped improve police–community relationships in their jurisdiction
- In May 2015, President Barack Obama released the President’s 21st Century Taskforce Report
- It recognized social media and technology as its third pillar.
Magnifying Community Policing through Social Media
The Boston Police Department (BPD)
- a good example of a law enforcement agency that has magnified community policing through social media
- BPD used it very effectively during the rapidly developing terrorism investigation
- BPD used social media to update the public regarding the status of the investigation, to reduce public fear, and to correct mistaken information reported by the media.
