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Police Supervision > Chapter 3 - Leadership, Supervision, And Command Presence > Flashcards

Chapter 3 - Leadership, Supervision, And Command Presence Flashcards

1
Q

Leadership is

A. A science
B. A command presences
C. An art
D. An attitude

A

C. An art

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2
Q

When subordinates follow a supervisor, they generally do so

A. From fear
B. Out of respect
C. Willingly
D. From habit

A

C. Willingly

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3
Q

The inability of a supervisor to adopt and apply realistically the principles of leadership to his own assignments will result in

A. Confusion, lax work habits, and poor morale
B. Ineffective placing of responsibility
C. Excessive dependence on delegating routine assignments
D. Subordinate resistance to leadership training

A

D. Subordinate resistance to leadership training

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4
Q

Should a supervisor resist adopting some of the up-to-date and refined practices in supervision, the reason would most likely be that

A. He is afraid of failing in front of his subordinates
B. Many are intangible and require greater effort to use
C. He is unaware such improvements in supervisory methods exist
D. Time is not available from his work schedule

A

B. Many are intangible and require greater effort to use

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5
Q

Leadership ability is generaly not considered to be

A. Inherited
B. Improvable
C. Learnable
D. Recognizable

A

A. Inherited

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6
Q

Which of the below is not considered a natural endowment that would affect the ability of an individual to become a good leader?

A. Intelligence
B. Aptitude
C. Work skill
D. Temperament

A

C. Work skill

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7
Q

Which of the following statements is most accurate concerning factors helpful in achieving leadership qualities?

A. Emotions can seldom be controlled
B. Habits can be changed
C. Mannerisms are rarely altered
D. Attitudes once attained are permanent

A

B. Habits can be changed

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8
Q

Sergeant Smith, just promoted, is assigned to a line squad at a time when the lieutenant is being detailed to traffic school at Northwestern University. If Sergeant Smith is allowed to learn how to be a supervisor slowly from the trial and error method, the probable result will be

A. That he will learn slower, but better
B. That he will receive less respect from his superiors
C. That he will work harder to overcome his handicap
D. A decline in performance and morale

A

D. A decline in performance and morale

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9
Q

Captain Smith has learned to recognize symptoms that indicate where problems or problem areas are beginning to develop. This enables him to take timely preventive action before the problems reach full proportion. Action of this type is considered

A. Desirable; and one indication of first class leadership
B. Undersirable; too much time is spent anticipating problems
C. Desirable; if the symptoms can be prevented from reappearing
D. Undesirable; there is no procedure to measure and determine effectiveness

A

A. Desirable; and one indication of first class leadership

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10
Q

There are different types of leaders and each leads in ways comfortable to him or her. When a supervisor is highly authoritative, he would be most nearly classified as

A. A democratic leader
B. A free-rein leader
C. An autocratic leader
D. An instructional leader

A

C. An autocratic leader

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11
Q

The autocratic-type leader usually

A. Goes by the book
B. Seeks suggestions and ideas
C. Uses as little authority as possible
D. Permits a great deal of self-expression

A

A. Goes by the book

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12
Q

Police receive a radio call indicating a burglary in progress at a certain gun shop. Upon responding, they find several men are inside the shop and they have the owner and his wife as hostages. Several shots are fired at police and their cars. The type superviosr usually most desirable and effective in a situation such as this is the

A. Free-rein
B. Instructional
C. Autocratic
D. Democratic

A

C. Autocratic

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13
Q

The supervisor who seeks ideas and suggestions from his subordinates and allows them to participate in decisions that affect them is considered

A. An autocratic leader
B. A democratic leader
C. A free-rein leader
D. A tactical leader

A

B. A democratic leader

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14
Q

Situations are favorable to different types of leadership. However, the leader generally thought to be the most effective over a long period is the

A. Autocratic
B. Free-rein
C. Tactical
D. Democratic

A

D. Democratic

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15
Q

The free-rein leader exercises a minimum of control over his subordinates and seldom interferes with their actions. The type of operations he runs might best be described as

A. Self-sustaining
B. Laissez faire
C. Instructional
D. Sequential guidance

A

B. Laissez faire

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16
Q

Bob Brown is promoted to captain and given a command. Bob has always been the kind of person who wants to be liked and subsequently allows his subordinates to pretty much run things. This type of leader may be classified as “free-rein”. Which of the below is least likely to be a result of this type of leadership?

A. Guidance and direction are at a low level
B. Discipline and production suffer
C. Morale improves because of allowed participation
D. Workers are likely to develop feelings of insecurity

A

C. Morale improves because of allowed participation

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17
Q

Most supervisors find it difficult to change the way they are and to develop a new style of leadership. Each supervisor therefore must determine the style of leadership best for his particular working environment. This determination is based on which of the below factors?

A. The supervisor’s personality
B. The personalities of his subordinates
C. The supervisor’s goals and those of his subordinates
D. All of the above

A

D. All of the above

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18
Q

When a supervisor looks calmer as a situation gets worse and worse, we have an excellent example of

A. Quiet self-appraisal
B. Controlled human relations
C. Psychological stress
D. Command presence

A

D. Command presence

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19
Q

A supervisor at the scene of a near riot who acts nervouse and indecisive would most affect his men by:

A. Creating the same weaknesses in them
B. Losing their confidence and respect
C. Causing them to take leadership in their own hands
D. Allowing the near riot to become worse

A

A. Creating the same weaknesses in them

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20
Q

Perhaps the best indicator of good organizational leadership is

A. The absence of dissension
B. Clear lines of authority
C. A high level of discipline
D. Treating subordinates fairly

A

C. A high level of discipline

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21
Q

A leader must adhere to a strict standard of high honor and integrity and his moral code must be above reproach. His conduct will be appraised in several frames of reference - what it actually is, what it appears to be to others, and

A. What his superiors think it is
B. What his subordinates think it is
C. What he thinks it is
D. In actuality what it is

A

C. What he thinks it is

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22
Q

For a supervisor to maintain a high level of discipline and morale he must have some practical knowledge of the

A. Grapevine concerning the why and how it operates
B. Ethics of leadership and self-appraisal
C. Reasons why he acts in a given manner
D. Psychological factors which affect human behavior

A

D. Psychological factors which affect human behavior

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23
Q

The difference between forcing an employee to produce by any method and giving him a desire to do so related to job satisfaction is in effect

A. Desire versus ideals
B. Discipline versus attitude
C. Intimidation versus praise
D. Manipulation versus motiviation

A

D. Manipulation versus motivation

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24
Q

The best way a supervisor can use recognition as a motivating force is by

A. Proper planning of jobs and assignments
B. Giving employees credit for their accomplishments
C. Promotions or increases in salary
D. His attitude, demeanor, and objective evaluations

A

B. Giving employees credit for their accomplishments

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25
Q

The primary reason a supervisor would continually evaluate his leadership qualities in an objective manner is to

A. Gain an insight into his strenghts and weaknesses
B. Recogninze and respond to subordinates needs
C. Avoid a dictatorial or repressive supervisory approach
D. Better understand the process which affects human behavior

A

A. Gain an insight into his strenghts and weaknesses

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26
Q

A supervisor who interprets what he does in accord with his own motives and not in accord with others’ interpretations of what was done has a difficulty with

A. All principles of leadership
B. Traits of confidence and respect
C. Honest self-appraisal
D. Leadership ethics

A

C. Honest self-appraisal

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27
Q

A supervisor can usually correct his own defficiencies when he recognizes they exist, mainly by

A. Admitting he has faults and being willing to accept help
B. Learning all he can about supervisory skills
C. Self-analysis
D. Interrelating more with supervisors of his rank

A

B. Learning all he can about supervisory skills

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28
Q

The greatest problem a supervisor has in self appraisal is

A. Knowing where to start and stop
B. Admitting that he is no better or worse than anyone else
C. Admitting to himself his techniques might at times be wrong
D. Understanding that it takes time to be an effective leader

A

C. Admitting to himself his techniques might at times be wrong

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29
Q

Self-appraisal is aided greatly by

A. Practical knowledge
B. Reconstructing incidents
C. Good leadership
D. Common sense

A

B. Reconstructing incidents

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30
Q

The personality of each of us is basically a composite of all our

A. Nervose energies
B. Prejudices
C. Personal characteristics
D. Goals

A

C. Personal characteristics

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31
Q

A new sergeant casually mentions to his commanding officer that he tries to adopt traits he observes in successful leaders for use with his own style. Hearing this statement, the commanding officer would be most correct to

A. Ignore the remark
B. Advise him to develop his own traits
C. Advise him never to copy others
D. Agree with the officer

A

D. Agree with the officer

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32
Q

A supervisor may assume any established way of treating employees as a uniformly styled population

A. Will work well in everyone’s situation
B. Compounds his problem
C. May cause oversupervision
D. Both B and C above are correct

A

D. Both B and C above are correct

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33
Q

A good indication of a supervisor’s ability in the area of human relations is how he handles

A. His own problems in proportion to problems of his subordinates
B. His interpersonal relations and intangible daily social problems
C. Job related bias and factors governing performance
D. Functional problems and reasonable approaches to them

A

B. His interpersonal relations and intangible daily social problems

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34
Q

The greatest production in the shortest time with the minimum energy and maximum satisfaction for the workers is the objective of good human relations. As the ideal of human efficiency, it is

A. Possible, but seldom achieved
B. Almost impossible to achieve
C. Readily achieved
D. An unrealistic goal

A

A. Possible, but seldom achieved

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35
Q

Having a strong effect upon his relations with subordinates is a supervisor’s moral, mental and

A. Intellectual attributes
B. Physical attributes
C. Spiritual attributes
D. Social attributes

A

B. Physical attributes

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36
Q

Criticism from a supervisor can be

A. Destructive
B. Constructive
C. Either A or B
D. Neither A nor B

A

C. Either A or B

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37
Q

A supervisor having to correct an employee would be wise to do so

A. The day after the incident
B. When he and the employee are alone
C. Exactly when the infraction occurs
D. At a time agreeable to both parties

A

B. When he and the employee are alone

38
Q

A frequent complaint received from subordinates is

A. Insincere praise has the reverse intended effect
B. Supervisors are too concerned with their own problems
C. Criticism comes quickly but praise infrequently
D. Praise and criticism are difficult to distinguish apart

A

C. Criticism comes quickly but praise infrequently

39
Q

Supervisors who hand out praise when it’s not justified will soon find

A. It’s seldom effective
B. Open employee resentment
C. It developing into a habit
D. Criticism more effective

A

A. It’s seldom effective

40
Q

If a sergeant observes one of his subordinates doing something obviously wrong, he would be most correct to take action

A. Only if the employee does not recognize his mistake
B. If this is the second time the same error has been committed
C. The next day after holding roll call
D. When the criticism is indicated, or at the time of the infraction

A

D. When the criticism is indicated, or at the time of the infraction

41
Q

The least desirable things a supervisor could do is

A. Praise an employee and not be sincere
B. Fail to inform an employee when he commits a minor infraction
C. Lose his temper when reprimanding a subordinate
D. Ask for volunteers to undertake an undesirable assignment

A

C. Lose his temper when reprimanding a subordinate

42
Q

After informing an employee of his unacceptable behavior, a supervisor should allow a positive response concerning the issue. The supervisor’s response should then

A. Deal with the issue
B. Be forthright and fair
C. Attempt to reduce employee antagonism
D. Contain some plan for improvement

A

D. Contain some plan for improvement

43
Q

Every supervisor shold become familiar with his men’s

A. Background
B. Sick patterns
C. Family relationships
D. All of the above

A

D. All of the above

44
Q

The primary reason a supervisor should become familiar with his subordinate’s background, education, family relationships, etc. is to

A. Assist in their development and training
B. Anticipate their responses in emergency-type situations
C. Provide a yardstick guaging their total performance
D. Provide an insight into their qualifications, aptitudes, potential, and motives

A

D. Provide an insight into their qualifications, aptitudes, potential, and motives

45
Q

Firt impressions are

A. Not necessarily accurate
B. Usually correct
C. Usually not correct
D. Always correct

A

A. Not necessarily accurate

46
Q

As a supervisor, the best way to get your men to come to you for help is to

A. Always act properly
B. Gain their confidence
C. Be firm but fair
D. Ask them for help

A

B. Gain their confidence

47
Q

A supervisor should become involved in a subordinate’s personal life if

A. His work is not up to par and the problem is not evident
B. He knows the wife or family of the subordinate personally
C. He is asked by the subordinate and it will help the organization
D. Ordered by his superiors and under no other circumstances

A

C. He is asked by the subordinate and it will help the organization

48
Q

How can the supervisor deal with marginal employees?

A. Transfer them
B. Retain them and improve their deficiencies
C. Retain them and tolerate their attitude
D. All of the above

A

D. All of the above

49
Q

Giving orders is a complex process whereby each order is susceptible to three interpretations: what the person actually says, what he thinks he says and

A. What the recipient thinks is said
B. What he wishes he had said
C. What he wanted to say
D. What the recipient wanted him to say

A

A. What the recipient thinks is said

50
Q

Which of the following statements regarding order giving and communications is least correct?

A. Persuasion si more effective than coercion
B. The time and place demands attention
C. The order itself is more likely to be resented than the manner in which it was given
D. Implied or suggestive orders seldom furnish the desired results

A

C. The order itself is more likely to be resented than the manner in which it was given

51
Q

Due to a large increase in the number of robberies in a particular area, a task force of four patrol officers are assigned to work together without normal supervision. Considering the situation, i would be best for the sergeant to supervision. Considering the situation, it would be best for the sergeant to

A. Indicate that no one will be in charge.
B. Give each an equal say as to what goes on
C. Have the group vote on a leader
D. Designate one officer to be in charge

A

D. Designate one officer to be in charge

52
Q

Sergeant Brown must form a group of officers who will work on a project with a minimum of supervision from him. He decides to appoint one of the officers to be in charge. In the selection process, which factor would he generally consider least important?

A. The personality of the subordinate
B. His own personality
C. Who needs the least close supervision
D. Who shows the most competency and initiative

A

B. His own personality

53
Q

A condition that requires direct, prompt action would usually call for a supervisor to issue

A. An implied order
B. A direct command
C. A suggestive request
D. A request for volunteers

A

B. A direct command

54
Q

Orders given as commands should be

A. Prompt and relevant
B. Detailed and explicit
C. Used only on rare occasions
D. Simple and direct

A

D. Simple and direct

55
Q

A subordinate who is lazy and careless might best respond to a

A. Request
B. Direct command
C. Implied order
D. Call for volunteers

A

B. Direct command

56
Q

Generally it is felt that most orders should take the form of

A. Requests
B. Commands
C. Persuasion
D. Implied suggestions

A

A. Requests

57
Q

A conscientious, responsible subordinate will generally construe a request from his supervisor as

A. A suggestion
B. An order
C. Allowing some discretion of performance
D. Arbitray and capricious

A

B. An order

58
Q

Older employees usually consider requests from their superiors as

A. Suggestions
B. Commands
C. A means of harassment
D. Orders

A

D. Orders

59
Q

Giving orders to subordinates who are sensitive, nervous, or easily offended might best be in terms of a

A. Suggestion
B. Command
C. Request
D. Call for volunteers

A

C. Request

60
Q

Implied or suggestive orders might be best used with

A. Reliable subordinates
B. New subordinates
C. Older subordinates
D. Lazy subordinates

A

A. Reliable subordinates

61
Q

Suggestive of implied orders are useful

A. When a difficult job must be done
B. When speed is important
C. In developing initiative
D. If the subordinate resents authority

A

C. In developing initiative

62
Q

Giving implied or suggestive orders to inexperienced subordinates is generally unwise because

A. There is a tendency for them to interpret this as a sign of weakness and indecision
B. He may fail to grasp the inteded inference or make the proper deduction
C. At this point in their career, skill and dependecy are paramount
D. Mistakes tend to develop poor work habits and subsequently reduce morale

A

B. He may fail to grasp the inteded inference or make the proper deduction

63
Q

Unreliable subordinates often treat implied or suggestive orders they receive

A. As implying a latitude far beyond the intended scope
B. In a manner nonconductive to effective application
C. In a way convenient or desirable for them
D. As an alternate to what they want to do

A

C. In a way convenient or desirable for them

64
Q

Implied orders most hinder effective

A. Accomplishment
B. Initiative
C. Judgement
D. Follow-up

A

D. Follow-up

65
Q

The most abstract of the type orders given by supervisors would be the

A. Implied
B. Direct
C. Command
D. Request

A

A. Implied

66
Q

An order that has two or more reasonable interpretations is

A. Suited for inexperienced workers
B. Advantageous for quick decisions
C. Detrimental to subordinate initiative
D. Usually unenforceable

A

D. Usually unenforceable

67
Q

Calling for volunteers to perform assignments is

A. A good procedure
B. Not to be encouraged
C. Never to be done
D. A sign of a poor supervisor

A

B. Not to be encouraged

68
Q

The giving of a verbal order would be most appropriate when

A. The task is complicated and in several parts
B. The assignment has never been done before
C. The assignment is simple and has been done before
D. The supervisor assigning the task is new to the unit

A

C. The assignment is simple and has been done before

69
Q

When Sergeant Smith gives a verbal order, it is not unusual for him to have the person he gave the order “to play it back”. The sergeant’s primary reason for following this practice is that

A. It reinforces a supervisor’s position of authority
B. It serves to eliminate the need for follow-up
C. It clarifies any misunderstandings that may result
D. All of the above

A

C. It clarifies any misunderstandings that may result

70
Q

Police Chief Barnes insists on issuing written oders in situations where complex operations are involved. His basic reason is

A. That the giving of such orders now becomes a part of departmental policy
B. That decision making is now officially transferred from him to the lower command structure
C. To facillitate a systematic follow-up and provide a basis for identifying both success and failure
D. That people are not capable of understanding and performing complex assignments from verbal orders

A

C. To facillitate a systematic follow-up and provide a basis for identifying both success and failure

71
Q

A supervisor in the records room issues a large number of orders but never follows up to assure the tasks are carried out. The probable result of this failure is that

A. The supervisor’s authority diminishes
B. Jobs are now performed in arbitrary ways
C. Assignments have no continuity or purpose
D. Unit goals are unclear and flexible

A

A. The supervisor’s authority diminishes

72
Q

Decision-making conclusions are best made from

A. Intuition based on hypothesis
B. Prior experiences in the same general area
C. Facts at hand
D. Value judgements of subordinate personell

A

C. Facts at hand

73
Q

Decisiveness of decision by a supervisor affects subordinates by creating a

A. High esprit de corps
B. Stabilizing influence
C. Responsive initiative
D. Practical training session

A

B. Stabilizing influence

74
Q

When a supervisor who has to make decisions is indecisive, it will tend to affect his subordinates by

A. Destroying confidence and lowering respect
B. Forcing them into the decision-making process
C. Causing them to question all decisions he will make
D. Creating cliques who work independently of each other

A

A. Destroying confidence and lowering respect

75
Q

A correct solution to the wrong question is really

A. A better answer than the problem
B. A better problem than the solution
C. No answer to the real problem
D. Better than no answer at all

A

C. No answer to the real problem

76
Q

The last step of the decision-making process should be

A. To have alternate solutions
B. Appropriate follow-up
C. To weigh the consequences
D. The collection of relevant data

A

B. Appropriate follow-up

77
Q

The least desirable base for making decisions or drawing of conclusions would be

A. Speedy decisions
B. Value judgments
C. Past experience
D. Snap judgments

A

D. Snap judgments

78
Q

A sergeant enters the police station to find one of his clerks sitting at a desk, leaning back, and looking intently out of a window. From his observation he can most accurately conclude the officer

A. Is doing his job
B. May or may not be doing his job
C. Is not doing his job
D. None of the above

A

B. May or may not be doing his job

79
Q

An employee who spends much of his time daydreaming and neglecting his work and also has become overly sensitive to supervision is

A. Showing one of the first signs indicating a supervisory failure
B. Not motivated and lacks knowledge of clear, defined lines of authority
C. Probably troubled and worried over some problem
D. Escaping from the realities of the job and his assignments

A

C. Probably troubled and worried over some problem

80
Q

Probably the most common failing of a new supervisor is

A. Fraternization
B. Oversupervision
C. Not setting an example
D. Not following upon assignments

A

B. Oversupervision

81
Q

Oversupervision by inexperienced supervisors results most often from

A. A fear of the unknown
B. Their failure to delegate tasks
C. No knowing subordinate personnel
D. Training and guidance failures

A

B. Their failure to delegate tasks

82
Q

Should the occasion arise that a subordinate cannot be trained to do a certain task properly, he should

A. Be assigned to a different task
B. Receive adequate prior training
C. Be considered for dismissal
D. Ask for as much help as he may need

A

A. Be assigned to a different task

83
Q

Efficient patrol officers want some supervision primarily

A. Because they expect someday to be supervisors
B. To maintain and foster good morale
C. As a double check on their work
D. To assure their good work is noticed

A

D. To assure their good work is noticed

84
Q

A newly appointed sergeant is put in charge of a group of men who are his friends, some of whom joined the force with him. Under the circumstances, the sergeant should

A. Slowly reduce his friendships until his relationship is the same iwth each of his men
B. Maintain his friendships, but not allow them to influence his actions
C. Explain in a tactful manner why he can no longer maintain the same relationships
D. Treat his friends as he would the other men and make no reference to their past friendships

A

B. Maintain his friendships, but not allow them to influence his actions

85
Q

Consciously or unconsciously, when subordinates respect their leader, they will

A. Understand his problems
B. Exceed what is expected of them
C. Require a good deal less supervision
D. Imitate him

A

D. Imitate him

86
Q

Most accurate concerning female employees is that

A. Most look upon their job as a permanent position
B. They are less affected over physical conditions than men are
C. they react to supervision about the same as men do
D. Females are fo more emotional than males

A

C. they react to supervision about the same as men do

87
Q

Female administrators and supervisors or line officers

A. Are legally and morally entitled to the same opportunities and considerations in positions as men
B. May be entitled to equal treatment, but different principles and techniques of supervision apply
C. Must put up with the same rude, suggestive language used with male officers
D. Must be evaluated seperatly since female requirements are different than those for males

A

A. Are legally and morally entitled to the same opportunities and considerations in positions as men

88
Q

Which of the following are aspects of sexual harassment?

A. Unjust favortism
B. Discharge
C. Demotions
D. All of the above

A

D. All of the above

89
Q

The appearance of selfishness, suspicion, envy and arbitrariness are

A. A symptom of leadership failure
B. Present even with outstanding leadership
C. Stem from poor management rather than poor supervisor leadership

A

A. A symptom of leadership failure

90
Q

The enlightened male supervisor

A. Will apply the same standards to male and female officers
B. Will hold females to a lesser standard due to being females
C. Nee not worry about his language around women, “treat them as one of the boys”
D. Knows that female officers are no more sensitive to criticism than are males

A

A. Will apply the same standards to male and female officers

Police Supervision (11 decks)

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