Common Sense Ch. 4 Qualites of a Leader

Question 1

Characteristics of a leader: (13)

Answer 1

1. Integrity
2. Personal Courage
3. Loyalty
4. Vision
5. Common sense
6. Truthfulness
7. Reliability
8. Job Knowledge
9. Interest
10. Patience and Empathy
11. Tact
12. Trust
13. Fairness

Question 2

(Blank) and (blank) are among the most important traits that a law enforcement leader can demonstrate.

Answer 2

Integrity and Personal Courage.

Question 3

The law enforcement officer who does not have (blank) has nothing.

Answer 3

Integrity.

Question 4

The law enforcement officer who does not have (blank) has nothing. The law enforcement supervisor must, in all things, set a positive example for his subordinates to copy. (Blank) means doing the right thing for the right reasons even (or especially) when no one is watching . It means refraining from doing wrong when likely no one will ever know. He must, at all times, role model for them the character and behavior expected of today’s law enforcement professional. Nothing less will do. (Note: blank is the same word)

Answer 4

Integrity.

Question 5

He must, on occasion, put his own life on the line in order to save another. He must, in a word, be brave. But there is another meaning of (blank) for today’s law enforcement leader. It is the one which demands the supervisor have the ability to make the unpopular or difficult decision (administrative courage).

Answer 5

Personal courage.

Question 6

Another element of (blank) for the supervisor requires that he must be ready, willing, and able to acknowledge, as his own, a decision or action that will be unpopular with his subordinates or others.

Answer 6

Personal courage.

Question 7

The supervisor who abandons an unpopular or politically uncomfortable defense of a deserving subordinate will earn the distrust of his troops. This describes:

Answer 7

Loyalty.

Question 8

(Blank) may mean simply knowing what it is he wants to accomplish, on a short-or (especially) a long term basis. The (blank) is the grand goal or objective he is seeking. The best leaders know where they want to go and have at least a rough idea of how they plan to get their. They will fill in the details as they learn more and engage the target. (Note: blank is same word)

Answer 8

Vision.

Question 9

(Blank) contains an element of political sense. That simply means that the seasoned police leader has a good feel (once again based partially on experience) for what will get him, his people, his boss, and his organization in trouble.

Answer 9

Common Sense.

Question 10

(Blank) permits a leader to look at a problem for which , at times, no formal set of handling guidelines exists. It allows him or her to draw on native intelligence, previous experience, training, and a “feel” for the situation to arrive at a solution.

Answer 10

Common Sense.

Question 11

The supervisor owes his subordinates and his organization total honesty in all things.
To give less is to cheat everyone concerned. The employee who has not been told of his apparent shortcomings cannot be expected to improve. The individual who cannot handle the, sometimes, harsh consequences of reporting, relaying, and speaking the truth has no business remaining in the supervisory ranks. This decribes:

Answer 11

Truthfulness

Question 12

The supervisor owes his (blank) and his (blank) total honesty in all things.

Answer 12

his subordinates and his organization.

Question 13

(Blank) is a quality that a supervisor cannot afford to be without. His absence can all too quickly offset whatever other beneficial traits he might possess and employ.

Answer 13

Reliability.

Question 14

The effective leader should know the ins and outs of his field. This describes:

Answer 14

Job Knowledge.

Question 15

The top-notch police leader is alive with interest. Interest in his job, interest in his people, interest in the twists and turns of life itself help to motivate him. The interested leader is constantly striving to further his knowledge of his work and the much larger world at large. He will: (3)

Answer 15

1. Read a lot
2. Stay up on current events
3. Be able to carry his end of a discussion on something more substantial than the sports pages.

Question 16

The top-notch police leader is alive with (blank). (Blank) in his job, (blank) in his people, (blank) in the twists and turns of life itself help to motivate him. The (blank) leader is constantly striving to further his knowledge of his work and the much larger world at large. He will: Read a lot; stay up on current events; be able to carry his end of a discussion on something more substantial than the sports pages.

Answer 16

Interest, interest, interest, interest, interested

Question 17

The effective leader of police personnel is probably not a saint, but he is an individual capable of empathetically placing himself inside the problems and shortcomings of others. The wise supervisor is acutely aware of his own weaknesses. This describes:

Answer 17

Patience and empathy.

Question 18

The truly capable supervisor knows more than what to say in a given communication with another human being. He also knows when, where, and how to say it. The (blank) supervisor praises his people in public and criticizes or corrects those individuals in private meetings with them.

Answer 18

tactful

Question 19

True or false:

The smart supervisor never uses an individual as model or example of either good or bad to others.

Answer 19

True.

Question 21

A wise supervisor does not require that the honesty, integrity, and ability of his subordinates be conclusively proven to him at the outset of their relationship. Instead, he assumed that all of these qualities are present in his people until and unless:

Answer 21

solid evidence proves the contrary to be true.

Question 22

In all things, the supervisor counts on the (blank) and (blank) of his officers. He cannot count on either unless he first grants them the same considerations.

Answer 22

faith and trust.

Question 23

A keen sense of (blank) is a necessity for the contemporary law enforcement supervisor. It must guide him in the assignment, evaluation, reward, and correction of his subordinates.

Answer 23

fair play.

Question 24

A keen sense of fair play is a necessity for the contemporary law enforcement supervisor. It must guide him in the (blank- 4) of his subordinates.

Answer 24

assignment,
evaluation,
reward,
and correction

Question 25

Any given supervisory act is not worthy if it is not (blank). Any supervisor who is, for whatever reason, incapable of an impartial and just response in a given situation is equally unworthy for his role as a trusted leader.

Answer 25

fair.

Question 26

Bar to leadership: There are significant pitfalls, if not gaping tiger traps, awaiting the unwary or careless police supervisor. The following are listed in the text as “Bars to leadership” (6)

Answer 26

1. Frequent displays of temper to subordinates.
2. Playing favorites with subordinates.
3. Holding a grudge or getting even with subordinates.
4. Distorting the truth with lies or intentional omissions
5. Setting a poor example
6. Showing no loyalty to anything or anyone.

Question 27

Frequent Displays of Temper to Subordinates: Any supervisor who finds himself greatly angered or otherwise upset by a subordinate’s performance needs some (blank) before confronting the offending individual.

Answer 27

cooling-off time

Question 28

the very pressing nature of much police business may require that a supervisor take (blank) in a delicate field situation.

Answer 28

corrective action immediately.

Question 29

Discipline should not be administered when the one administering it is still angry about the transgression involved. An emotionally inflamed mind is sometimes:

Answer 29

not a very logical one.

Question 30

Playing Favorites with subordinates: The supervisor who practices favoritism is probably (blank-13 words). Isolation and abuse of the officer from his fellow employees are rather stiff penalties to pay for special favors from above.

Answer 30

is probably: hurting the recipient of such favors far more than he is helping him.

Question 31

Human or not, grudge-holding and plays to “even the score” are not things that the ethical supervisor can afford to indulge. A (blank) or (blank) approach by the supervisor towards others within his agency is not acceptable. Frankness and openness when problems arise should be the acceptable substitutes.

Answer 31

a hostile or conniving approach.

Question 32

The police supervisor cannot work effectively when he has a reputation for questionable credibility among his superiors, peers, and subordinates. A reputation of that sort can be just as fatal to his career as:

Answer 32

a reputation for perjury on the witness stand.

Question 32

Holding drudges and seeking revenge against others will sabotage:

Answer 32

the leaders effectiveness.

Question 33

It is absolutely inexcusable for a police leader to expect his people to perform in a given fashion while he sets an example in just the opposite direction. It is a (blank) for any person who would call himself a leader to perform in such a manner.

Answer 33

cardinal sin.

Question 34

Any manager worth his rank should (blank) his first line supervisor when that supervisor’s people all show similar weaknesses or faults.

Answer 34

immediately scrutinize.

Question 35

(Blank, blank and a blank) for exceptional customer service really can be contagious.

Answer 35

Good work, a good attitude, and a disposition for exceptional customer service

Question 36

The police supervisor who is capable of little loyalty to anything or anyone is in (blank). The would-be leader who would abandon his ethics, his employees, or the welfare of the agency itself when faced with controversy or other discomfort has no place in the leadership ranks of law enforcement .

Answer 36

the wrong line of work.

Question 37

The police supervisor who is capable of little loyalty to anything or anyone is in the wrong line of work. The would-be leader who would abandon his (blank), his (blank), or the (blank) of the agency itself when faced with controversy or other discomfort has no place in the leadership ranks of law enforcement .

Answer 37

his ethics, his employees, or the welfare of the agency itself

Question 38

The police supervisor who is both loyal and responsible does not tirelessly defend that which is clearly wrong, nor does he make excuses for (blank) and (blank) on the part of his bosses. He does, however, utilize the proper chain of command channels for his protests.

Answer 38

misbehavior or poor judgment.

Question 39

The police supervisor who is both loyal and responsible does not tirelessly defend that which is clearly wrong, nor does he make excuses for misbehavior or poor judgment on the part of his bosses. He does, however:

Answer 39

utilize the proper chain of command channels for his protests.

Question 40

The loyal supervisor always renders honors where they are earned. He does not actively seek (blank). If he is doing his job well, credit enough should come to him through his established leadership connection with his subordinates accomplishments

Answer 40

recognition for himself

Question 41

The loyal supervisor always renders honors where they are earned. He does not actively seek recognition for himself. If he is doing his job well, credit enough should come to him through his established leadership connection with:

Answer 41

his subordinates accomplishments.

Question 42

This has been referred to as the ability to appear in total control of oneself, regardless of how confused or confounded the surrounding situation may be.

Answer 42

Command Presense

Question 43

Command presence has been referred to as the ability to appear in total control of oneself, regardless of how confused or confounded the surrounding situation may be. Command presence is not, however, reflected in a (blank- 5 words) on the face of its owner.

Answer 43

saintly expression of absolute peace.

Question 44

Command presence demands a lot from a leader who would practice it. First of all, it calls for command ability. The best leaders display:

Answer 44

ample command presence without appearing arrogant.

Question 45

Put together then, the terms command and presence speak of an overall (blank), (blank), or (blank) exhibited by a person.

Answer 45

attitude, appearance, or demeanor.

Question 46

(Blank, blank, and blank) must remain the most valuable assets of the police supervisor intent upon developing a deserved reputation for ample command presence.

Answer 46

Calmness, self-confidence, and self- control

Question 47

Morale as a tool: The police supervisor can contribute a lot of good morale by encouraging a good (blank) and good (blank)

Answer 47

a good work environment and good working relationships.

Question 48

Good working relationships do not require that every officer love every other member of the work team. Good relationships do, however, require that team members:

Answer 48

respect the varying abilities, opinions, and feelings of their workmates.

Question 49

The supervisor serves as a (blank) and an (blank) when personal difficulties begin to affect an officer’s job performance.

Answer 49

sympathetic leader and an intelligent confidant

Question 50

The subordinates of a strong and effective leader are more likely to display (blank) than the subordinates of poor leaders.

Answer 50

high morale

Question 51

As a leader, the police supervisor will have many and diverse tasks, none of which is more vital than his obligation to:

Answer 51

prepare his subordinates for their work.

Question 52

As a leader, the police supervisor will have many and diverse tasks, none of which is more vital than his obligation to prepare his subordinate for their work. He will strive to accomplish this preparation through:

Answer 52

adequate and continuing education and training.