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Common Sense Policing > Chapter 4- Qualities of a Leader > Flashcards

Chapter 4- Qualities of a Leader Flashcards

1
Q

Characteristics of a Leader

A

Trust
Tact
Truthfulness
Integrity
Interest
Patience and empathy
Personal Courage
Job Knowledge
Loyalty
Fairness
Vision
Reliability
Common Sense

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2
Q

Law Enforcement Officer who doesn’t have ______ has nothing

A

Integrity

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3
Q

A good test of integrity is to use the

A

Video test - would you be doing it if you were on video

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4
Q

Who does integrity start with

A

The boss that leads by example

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5
Q

Doing the right thing for the right reasons even when no one is watching - refraining from dong wrong when likely no one will ever know- what definition

A

Integrity

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6
Q

Three types of personal courage

A
  1. Doing the dangerous part of the job
  2. Making unpopular and difficult decisions
  3. Taking responsibility for your decisions that will be unpopular and not blaming someone else
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7
Q

Having the ability to make unpopular and difficult decision is also known as

A

Administrative Courage

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8
Q

You must be loyal to (3)

A

Department, superiors, subordinates

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9
Q

The loyal supervisor corrects when needed but also

A

Defends when against wrongfully accused or unfair treatment

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10
Q

If you do not defend your people what occurs

A

Lose trust and respect

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11
Q

Knowing where you want to go on a long term and short term basis - the goal or objective

A

Vision

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12
Q

The best leaders know where they want to go and have

A

some idea of how they want to get there

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13
Q

Who can help you achieve your vision and goals

A

TEAM EFFORT - rely on those closer to the goal than you to obtain it

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14
Q

This allows a leader to make decision when there are no clear guidelines, it relies on native intelligence, experience, training, and a feel for the situation

A

Common Sense

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15
Q

Two things that help build common sense

A

Life experience and being a skilled observer

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16
Q

For the full benefit of common sense you must have ______ to put a plan into action

A

Self confidence

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17
Q

To have common sense you must also have ________ Sense - define it

A

Political sense - knowing what will get you in trouble (based on experience)

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18
Q

You subordinates deserve to know the truth regardless of how it will make them feel, you need to be HONEST - if you are not what happens

A

Police service to the public is diminished and everyone suffers

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19
Q

When a manager provides a task he should be able to assume it will be done and not have to answer questions unless for clarification

A

Reliability

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20
Q

Subordinates also expect reliability from their supervisor, when a problem arises the supervisor should

A

Find the answer and report back to the subordinate in a timely manner

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21
Q

Lack of _____ from supervisors is one of the top complaints of CEO`s

A

Reliability

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22
Q

Absence of this trait is something a supervisor can not be without, it can offset any other beneficial traits

A

Lack of reliability

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23
Q

Interest in the job, people, and the twist and turns of life help _____ a supervisor

A

Motivate

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24
Q

The patient and empathetic supervisor is aware of his own weaknesses and realizes

A

What may be a simple problem for him may be hard for someone else, this allows him to govern the problem correctly

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25
Q

Not only knowing what to say but when, where, and how is what

A

Tact

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26
Q

Tactful supervisor do the following things (3)

A
  1. Praise in public, critize in private
  2. never use an employee as an example of good or bad
  3. Choose your words carefully
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27
Q

This portion of tact is vital to the reputation of being a fair and compassionate leader

A

understanding the way you pass on criticism and praise is extremely important to the feelings of your subordinates

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28
Q

Does Honesty, Integrity, and Ability have to be earned?

A

No, you can assume people can be trusted until you get some reason to believe otherwise

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29
Q

Trusting people from the start does not mean you are blind to their faults, rather you should

A

be aware of their weakness and help them overcome

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30
Q

When approached with a complaint about a subordinate you should (3)

A
  • Investigate
    -communicate to officer with trust and empathy
  • Do NOT have a “my man can do no wrong attitude”
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31
Q

Impartiality calls for two things

A
  • Does not rule out trust until it is proven to be wrong
  • an open mind and feeling for citizen point of view
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32
Q

Fairness must guide the supervisor in (4)

A

Assignment
Evaluation
Reward
Correction

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33
Q

To ensure fairness a supervisor can do what before enacting something (discipline is a good example)

A

Bounce the ideas off other supervisors

34
Q

Any supervisor who is not capable of being fair should either

A

Not be a leader or work to overcome their actions

35
Q

Supervisor promote teamwork by involving others in (2)

A

Planning and problem solving

36
Q

Achieving unity occurs when you (2)

A

ask key questions and pay attention to the contributions of the members

37
Q

The exceptional leader is _____Oriented

A

Goal

38
Q

The bottom line regarding developing your people is

A

The sharp supervisor prepares and develops his people to pursue their own careers with success

39
Q

What rank has the most influence over their people than any other

A

First line supervisor

40
Q

Influence your employees by (4)

A

Sharing needed info
Showing Confidence
Allowing them to try new things
Serving as a good example

41
Q

The mature supervisor is described as

A

emotionally secure

42
Q

Self confidence - officers expect to be ____ not ____

A

Led not driven

43
Q

What makes officers more self confident

A

Having a leader who is self confident

44
Q

As a leader you can be an introvert outside of work but must be a ____ at work

A

Extrovert

45
Q

_____ is vital to the success of the police leader

A

Communication

46
Q

Effective communicator is able to convey (3) to others

A

information, thoughts, ideas

47
Q

To be a respected leader you must have a copious amount of

A

Cop Sense

48
Q

what is cop sense

A

understanding why and officer believed, thought, said, or acted in a way under certain circumstances

49
Q

Bars to Leadership (6)

A

Frequent display of temper to subordinates

Playing favorites

Holding a grudge or getting even

Distorting the truth with lies or intentional omission

Setting a poor example

Showing no loyalty to anything or anyone

50
Q

Directing anger at a suborxinate or coworker in a tirade of verbal abuse is an indicator of

A

Lack of Maturity and self control

51
Q

When a supervisor is heated and wants to speak with an employee they stop and have a

A

Cooling off period to allow reason to push emotions to the background

52
Q

When immediate action is needed based on the situation, how should you go about it

A

Immediate corrective action then save counseling or discipline for a later on

53
Q

This approach achieves two goals

A

Remedying a dangerous situation

Obtaining a desired change in employee behavior without a disruptive scene or confrontation

54
Q

Before you administer discipline you should allow the employee to

A

Present all the evidence favorable to his cause

55
Q

Supervisors who lead those of the opposite sex need to have more

A

Descretion

56
Q

If there are rumors about you and the opposite sex what is the remedy

A

Change of assignment significant enough that the supervisor relationship is broken

57
Q

What is one repercussions of giving favorable treatment to a friend

A

You may start to treat them worse to try and stop the narrative that you are treating them better

58
Q

In order to solve a problem without hostility you should substitute it for

A

Frank and open conversations

59
Q

If the problem is not solved how you should proceed

A

Tell the employee that regardless they will not be treated differently

60
Q

There is no greater sin by the subordinate than the one who

A

Lies to his boss

61
Q

This can be fatal to a supervisors career

A

Reputation of being a liar

62
Q

Cardinal sin in regards to setting an example

A

expecting your employees to perform in given fashion while you set an example in the opposite direction

63
Q

What do you do if you see another supervisor setting a bad example resulting in his people showing the same weaknesses as him

A

SCRUTINIZE HIM - always look at the supervisor behavior when trying to determine the source of employee behavior

64
Q

The loyal supervisor abides by two rules

A

DOES NOT defend things that are clearly wrong or make excuses for misbehavior or poor judgement by bosses

HE DOES use proper chain of command for his protests

65
Q

This is an invaluable asset for a supervisor to possess

A

Command presence

66
Q

During stressful situations the command presence supervisor shows two things

A

Self Confidence and self control

67
Q

Is command presence defined as absolute peace in chaos

A

No

68
Q

Command presence first calls for

A

Command Ability

69
Q

Command presence after looking at the word command and presence means

A

overall attitude, appeareance, exhibited by a person

70
Q

Most valuable assets when trying to build a reputation for command presence are (3)

A

Self Control
Self Confidence
Calmness

71
Q

This has been described as an irreplaceable tool

A

Command Presence

72
Q

Morale is built when you encourage both good _____ and _____

A

Work environment and working relationships

73
Q

Supervisor can build morale by

A

Setting reaonsable objectives
Telling subordinates what they are
leading them to success

74
Q

Good work environment means

A

Doing work with not a lot of interference from the boss

proper tools, training, procedural guiltiness, and a boss who is available

75
Q

Good relationships doesn’t mean everyone needs to love each other, it means you

A

Respect the abilities, feelings, and opinions of workmatse

76
Q

When solving problems between employees you need to be a (2)

A

Sympatheic listener and intelligent confidant

77
Q

Morale Killers

A

Poor examples, unfairness, disloyalty, pettiness, and selfishness can destroy morale

78
Q

What are the two most important traits among supervisors

A

Integrity and personal courage

79
Q

Two leadership schools of thought

A

Natural and learned

80
Q

Leaders are born, not made
- Massive muscles, marvelous mind, charisma and wit
- Seen as one who is like an accident military or religious leader
- No formal training

A

Natural

81
Q

leadership is a science
People learn from life’s experiences and the printed word
People can be short, fat, and physically unimpressive and still lead

A

Learned

82
Q
A

Common Sense Policing (9 decks)

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