Chapter 7

Question 1

Many aspects of ___ are universal, such as integrity and fostering meaningful participation.

Answer 1

leadership

Question 2

A barrier to leadership excellence is that insufficient ___ are devoted to leadership development at every level of our agencies

Answer 2

effort and funding

Question 3

Developing police leadership is not a ____ , it should be conceived of as a continuing expenditure.

Answer 3

one-time investment

Question 4

senior police leaders are focused on providing a vision for the future and the ___.

Answer 4

mission

Question 5

leadership can be simply defined as the difference between pushing a string and pulling it or being a ___

Answer 5

“difference maker.”

Question 6

Anderson’s ___ effectively argues that officers must lead business owners, neighborhood associations, planning and zoning employees, and others outside of their agency to make community policing work.

Answer 6

“Every Officer Is a Leader”,

Question 7

Alimo-Metcalfe maintain that ___ is the content of a job and leadership is how it is carried out.

Answer 7

management

Question 8

___viewed leadership as doing the right thing and management as doing things right.

Answer 8

Peter Drucker

Question 9

___ may be the surest way of determining who is acting out of a leadership skill set and who does so out of a management skill set.

Answer 9

Role enactment

Question 10

Police departments, except for very small ones, cannot function without ___

Answer 10

distributed authority.

Question 11

Some police leader dismissals are unfair because of a

___, almost compulsive, need to have somebody to blame

Answer 11

politically based

Question 12

Capricious leaders also put ___ahead of what is right, just, and consistent with past practices

Answer 12

personal relationships

Question 13

___ are identified by their: commission, doing things they shouldn’t and omission, the lack of needed skills and/or the inability to recognize or lack of willpower to do what is needed.

Answer 13

ineffective “leaders”

Question 14

___ who don’t give guidance on the front end, swoop in and poop on everyone when a problem arises, and fly away without providing any solutions

Answer 14

“seagull chiefs”

Question 15

Weber identified three sources of authority:

Answer 15

charismatic, traditional, and rational-legal

Question 16

French and Raven concluded that there were five types of power:

Answer 16

legitimate, expert, reward, coercive, referent

Question 17

Power is both a grant from the formal organization to a

position, as well as a grant from the___ to the leader.

Answer 17

led

Question 18

the term ___refers to the reasons, intentions, and objectives that underlie the use of power

Answer 18

“power motivation”

Question 19

McClelland concluded there were three types of power. Which is not a true power?

Answer 19

affiliation needs

Question 20

___ is how knowledge is translated into action.

Answer 20

Skill

Question 21

___ skills involve the capacity to interact positively with other people and are used at all levels of a police department and also externally.

Answer 21

Human relations

Question 22

Within the department, top management must communicate its goals and policies downward and be willing to receive ___ about them.

Answer 22

feedback

Question 23

___ skills include the ability to understand and to interrelate various parcels of information that may seem unrelated

Answer 23

Conceptual

Question 24

There are two branches to ___theory: (1) great man and (2) the traits approach.

Answer 24

traditional leadership

Question 25

Carlyle believed that leaders were ___ individuals who made history.

Answer 25

unusually gifted

Question 26

Hegel argued that it was events that produced the ___

Answer 26

“great man.”

Question 27

___ are relatively stable predispositions to behave in certain ways; examples include being energetic, emotionally stable, and extroverted

Answer 27

Traits

Question 28

The ___ is the result of efforts to find a small number of broad trait categories into which many specific traits can be fitted

Answer 28

Big Five

Question 29

Some traits are “precursors” of leadership | effectiveness. ___ appear to be among them.

Answer 29

Emotional intelligence (EI) and social intelligence (SI)

Question 30

___ is the ability to accurately perceive and appraise your own emotions and those of others.

Answer 30

Emotional Skills

Question 31

___ are defined as the ability to express one’s self in social situations; the ability to “read” social situations,

Answer 31

Social skills

Question 32

___ is composed of subtle things that employees do voluntarily and are not required or expected but contribute to overall organizational effectiveness.

Answer 32

Organizational citizenship behavior (OCB)

Question 33

___ is behavior that has a detrimental effect on relationships with other commanders and officers and/or on the efficiency of operation

Answer 33

Counterproductive work behavior (CWB)

Question 34

Negligible staff support, rank-and-file carping, and evaporating political support became powerful ___

Answer 34

leadership neutralizers

Question 35

The___ (“Whatever”) takes a passive, “hands-off” | posture.

Answer 35

laissez-faire leader

Question 36

The ___ has two dimensions: concern for | production and concern for people.

Answer 36

Managerial Grid

Question 37

Downs described four types of leader behavior in bureaucratic structures:

Answer 37

(1) climbers, (2) conservers, (3) zealots, and (4) advocates.

Question 38

___ are strongly motivated by power and prestige needs to invent new functions to be performed by their unit, particularly functions not performed elsewhere.

Answer 38

Climbers

Question 39

The bias of ___ is toward maintaining things as they are.

Answer 39

conservers

Question 40

The behavior of ___ stem from two sources: their | narrow interest and the missionary-like energy, which they focus almost solely on their special interest.

Answer 40

zealots

Question 41

___ promote everything under their jurisdiction.

Answer 41

advocates

Question 42

___ sergeants had been out of the uniform before their promotions to sergeant and preferred to work in an office environment once they won their stripes

Answer 42

Station house

Question 43

___ were serving in the field when | they received their promotions and had a distaste for office procedures and had a strong action orientation

Answer 43

street sergeants

Question 44

Group effectiveness is a function of the interaction between the leader’s esteem for his ___ and three situational variables: (1) the task structure, (2) leader–follower relations, and (3) the power position of the leader

Answer 44

least preferred coworker (LPC)

Question 45

The central thought of ___ is that leaders should remove the obstacles that inhibit, make more difficult, or prevent individual followers from doing a good job.

Answer 45

path-goal theory (PGT)

Question 46

An ___ police leader divides officers into two different groups: in-group and out-group, with a small holding category, “try-out”

Answer 46

Leader- member exchange

Question 47

___ are variables or factors that diminish the importance of leadership behavior or take its place entirely.

Answer 47

Leadership substitutes

Question 48

___ are variables that make task and relationship leadership approaches ineffective or impossible.

Answer 48

Neutralizers

Question 49

___ is defined in situational leadership as the capacity to set high but attainable goals, the willingness to take responsibility, and the education and/or experience of the individual or the group

Answer 49

Maturity

Question 50

___ give something to get something. They motivate followers by appealing to their self-interest;

Answer 50

Transactional leaders

Question 51

___ emphasizes the upper levels of | Maslow’s needs hierarchy—esteem and self-actualization—to motivate followers

Answer 51

transformational leadership

Question 52

Transformational leadership consists of | several factors, referred to as the ___

Answer 52

“Four I's”

Question 53

Leaders cannot declare that they are ___, nor can they be such if they are not successful

Answer 53

charismatic

Question 54

The ___ is servant first, making sure that other | people’s highest priority needs are met.

Answer 54

servant leader

Question 55

___ connects us with higher values that | otherwise may not be routinely accessible by us, giving meaning, purpose, and providing inner sustenance to our lives

Answer 55

Spirituality

Question 56

___ is defined as: being deeply aware of how you think, behave, and are seen by others

Answer 56

authentic leadership

Question 57

The four broad categories of destructive emotions are:

Answer 57

fear, anger, sense of failure, Pride

Question 58

____ approaches can be an antidote to destructive | emotions.

Answer 58

Altruistic leadership

Question 59

___ is the consistent demonstration of moral values through personal actions

Answer 59

Ethical Leadership

Question 60

Researchers have identified two components to | ethical leadership: the , ___ and the ___

Answer 60

moral person, moral manager,