CPT 3 - LEADERSHIP, SUPERVISION, AND COMMAND PRESENCE Flashcards by Bany Rolo

may be defined as the art of influencing, directing, guiding, and con
trolling others in such a way as to obtain their willing obedience, confidence,
respect, and loyal cooperation in the accomplishment of an objective.

Leadership

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Leadership
is truly

an art

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When men obey another because of fear, they are ____ . Their obedience is
given grudgingly. There is little loyalty or teamwork, and no desire to give their
all for a common cause. But when men ____ , they do so willingly—because
they want to do what a leader wishes. Herein lies the distinction between being
an authority and being a leader.

yielding
/
follow

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their book Extreme Ownership, How U.S. Navy Seals Lead and Win, Jocko Willink
and Leif Babin describe a leader this way: “The only meaningful measure for a leader is
whether the team

succeeds or fails.

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For all the definitions, descriptions, and characteriza
tions of leaders, there are only two that matter:

effective and ineffective.

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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 grant of authority by the latter is the only
real source of authority.

the subordinates

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Most leaders can be classified
according to their individual approach to leadership
under one of the following categories.

Autocratic
Democratic or Participative
Laissez-faire or free rein

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At times, however, such as in emergent or unusual situations, purely democratic lead
ership will work poorly. In these cases, the most effective leaders will blend into their
style more forceful measures that will produce the quick, decisive action needed. In such
situations, the stronger leaders make it understood that participative management means

“I manage and you participate.”

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Supervisors can be
highly effective in each situation as long as they can adjust their leadership style to fit the
developmental level of the followers and the needs of that situation. This is the essence

situational leadership.

SITUATIONAL LEADERSHIP

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Hersey and Blanchard developed situational leadership to help supervisors understand
how to diagnose situations and then apply the correct management style for maximum
results. The leader’s style is a combination of________ (giving specific instructions)
and ________ (convincing workers to exert effort).

SITUATIONAL LEADERSHIP

task behavior
/
relationship behavior

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The style the leader uses in
a situation is dependent on the workers’ ____, which is a combination of ability and
willingness.

SITUATIONAL LEADERSHIP

readiness

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The leader’s style is a combination of task behavior (giving specific instructions)
and relationship behavior (convincing workers to exert effort). The style the leader uses in
a situation is dependent on the workers’ readiness, which is a combination of

SITUATIONAL LEADERSHIP

ability and
willingness.

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When the workers are both unable to do the job and unwilling to try, the
leader uses Leadership Style________which is high in task behavior but low in relation
ship behavior.

SITUATIONAL LEADERSHIP

1: (telling)

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When the workers are unable to do the job but are willing or confident,
the leader uses Leadership Style________which is high in task behavior and high in
relationship behavior.

SITUATIONAL LEADERSHIP

2: (selling)

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When the workers are very capable but are unwilling or insecure, the
leader uses Leadership Style________, which is low in task behavior and high
in relationship behavior.

SITUATIONAL LEADERSHIP

3: (participating)

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When the workers are very capable
and very willing, the leader uses Leadership Style ________, which is low in task behavior and low
in relationship behavior.

SITUATIONAL LEADERSHIP

4: (delegating)

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“Situational leadership is based on an interplay
among (1) the amount of________ (task behavior) a leader gives; (2) the amount of ________(relationship behavior) a leader provides; and (3) the ____ (‘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.

SITUATIONAL LEADERSHIP

guidance and direction
/
socioemotional support
/
readiness

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James MacGregor characterized leaders as ________ (when one person
takes the initiative, making contact with others for the purpose of the exchange of valued
things) or ________ (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).6

TRANSFORMATIONAL LEADETSHIP AND EMPOWERMENT

transactional leadership
/
transformational leadership

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According to Seiter,
in its pure sense, ________ is an approach that is broader than supervising or delegating.
It is more concerned about the overall culture a set of shared values, norms, and behaviors
that form a way of life, of an organization.

empowerment

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involves pushing decision-making down to the lowest possible level and letting employees manage themselves and make decisions.

Involves giving employees the authority to create new approaches when they believe a new way improves the old.

Involves providing employees with the principles and values of the organization, along with the desired outcomes (vision and mission), and encouraging them to make decisions and respond to situations in ways that are consistent with accepted principles and values, while moving the organization toward its desired outcomes.

empowerment

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Seiter contends that the ________ in an organization is to empower
employees to make decisions and respond to situations in a manner consistent with the
culture, principles, ethics, and values desirable within an agency.

end result of leadership

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All types of leadership will work with varying degrees of success if the conditions are
favorable and the situation permits a particular approach. The selection of the right
approach for the right situation is

the key to skillful leadership

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It is the natural manner of an individual indicating a complete command of their
mental and physical faculties and emotions.

Command presence

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It encompasses the qualities of dignity, self- assurance, and poise.

Command presence

It is often said that command pres ence is best reflected by leaders who

look calmer and calmer as things get worse and worse.

Lt. Chris Cole offers some tips for improving a supervisor’s command presence:

Look Sharp— Act Sharp— Be Sharp—

Elements of Leadership

* Discipline * Ethics * Common Sense * Psychology

in its broadest sense in an organization is perhaps the best mark of good leadership.

A high level of discipline ## Footnote ELEMENTS OF LEADERSHIP

The supervisors’ moral code must be beyond reproach. They not only must avoid all evil but also must avoid all appearance of evil. Their conduct is appraised in three **frames of reference**: ## Footnote ELEMENTS OF LEADERSHIP

what it actually is, what they think it is, and what it appears to be to others

is 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. ## Footnote ELEMENTS OF LEADERSHIP

Common sense

“Common sense always represents the action that gets the best results, ## Footnote ELEMENTS OF LEADERSHIP

with the least cost or side effects.”

To gain the willing support and cooperation of subordinates, the supervisors must learn those principles and techniques of leading them by ________rather than by driving them by arbitrary methods. ## Footnote ELEMENTS OF LEADERSHIP

sound logic and clear thinking

Supervisors will find that best results will be obtained if they use their authority____ and ____. ## Footnote ELEMENTS OF LEADERSHIP

sparingly / rarely display it

involves the application of incentives, which encourages a certain positive pattern of behavior and attitude and contributes to the accomplishment of organizational objectives.

Motivation

The effective supervisor will recognize the difference between giving employees a desire to produce well because of high job satisfaction and trying to force them to do so—deviously or otherwise. This is motivation versus

manipulation

Motivation through the process of ____ is unquestionably the most difficult yet the most powerful and lasting force in form ing attitudes that will induce workers to make fuller use of their potential.

inspiration

The supervisor can make good use of this force by giving employees credit for their accomplishments as a means of satisfying their drive for

recognition

Ideally, every leader should possess the following traits:

1. Friendliness, sincerity, affection for others, and personal warmth— 2. Enthusiasm for the job and all it entails— 3. Ambition 4. Energy and vitality— 5. Moral and physical integrity— 6. Intelligence— 7. Technical skill— 8. Faith 9. Verbal aptitude— 10. Courtesy— 11. Modesty—

The objective of good human relations should be ____________________ This is the ideal of human efficiency. It is possible to achieve, but it seldom is achieved. It is a worthwhile goal toward which the supervisor should strive. ## Footnote HUMAN RELATIONS AND LEADERSHIP

the greatest production in the shortest possible time with the minimum energy and the maximum satisfaction for the producers.

The most skillful supervisor will strike a reasonable balance between ________ when it is needed and ____ when it is earned.

constructive criticism / praise

Blanchard and Johnson suggest ____________ techniques

one-minute reprimand ing and one-minute goal-setting

According to these Blanchard and Johnson, “____is the breakfast of champions.”

Feedback

Ideally, order giving involves the complex process of communicating ideas in such a man ner that the recipients interpret what they hear in the way the communicator intends. Each order is susceptible to three interpretations: ## Footnote ORDER GIVING

what persons actually say, what they think they have said, and what the recipient thinks was said.

are some of the most common mistakes that are made in order giving. ## Footnote 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 (assuming that the receivers understand clearly what is expected of them), and * neglecting to follow up

In deciding the type of approach that should be used in giving orders, making assignments, and delegating appropriate authority in a given situa tion, the supervisor should consider such basics as ## Footnote ORDER GIVING

the personality of the subordinates, the amount of close direction they need to do the job, and their competency and initiative.

Methods of Giving Orders

Direct Commands Requests Implied or Suggested Orders Requests for Volunteers

This method of giving orders may be indicated in dealing with an employee who is lazy, careless, indifferent, or irresponsible, or the one who refuses or neglects to obey stan dard operating rules or fails to respond to suggestions or implied orders. are also appropriate in situations where officers know what the right thing to do is but may be tempted for a variety of reasons to neglect their duty. ## Footnote ORDER GIVING

Direct commands

can be employed to good effect with the reliable employee who readily assumes responsibility for a task. They are also useful in developing the initia tive of subordinates, since they allow considerable latitude in the method of accomplishing an assignment when immediate action is not essential.

Implied or suggested directives

The decision-making process involves several steps.

First, there must be an awareness that a real problem exists. econd, facts must be obtained. Third, when sufficient data have been collected, they must be evaluated and analyzed. Fourth, alternative approaches leading to a logical conclusion should be decided on, and probable consequences of each should be weighed. Fifth, a decision must be selected from the alternative solutions. Sixth, the decision must then be communicated to those who must carry it out.

is perhaps the most common failing of inexperienced supervisors.

Oversupervision

Oversupervision, often called____________,causes loss of respect for the supervisor, creates suspicions in the minds of employees, fosters rumors, and arouses resentment. Judicious contact between supervisors and the subordinates is welcomed by them.

“snoopervision,”

Even professional officers and supervisors can be influenced by personal interest. Departmental codes of conduct are intended to guide moral dilemmas, but in making ethical decisions, supervisors must remember the ____, not just the rules. “If you have integrity, nothing else matters. If you don’t have integrity, nothing else matters.”

principles

Perhaps the biggest challenge facing police executives of the twenty-first century will be to develop police organizations that can effectively recognize, relate, and assimilate the global shifts in

culture, technology, and information.

Good leaders are not only creative change agents but also practical futurists, exercising foresight and the capacity to see the

“big picture” and the “long view.”

Today, we live in the digital age and work in a multicultural environment. Leaders need to be both

transformational and culturally sensitive.

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.

Today’s best leaders place a high focus on

diversity, equity, and inclusion.

Furthermore, culturally sensitive leaders cut across cultural barriers while combating prej udice, bigotry, and racism wherever found in the organization and the community. Police supervisors, for example, exercise this leadership through

* anticipatory thinking, * strategic planning, * creative decision-making, and * effective communication.

Developing others involves acquiring or developing ________, which are important tools for modern managers.4

mentoring and coaching skills

addresses a new global reality: Today productiv ity must come from the collaboration of culturally diverse people. It insists that leaders change orga nizational culture to empower and develop people. It demands that employees be selected, evaluated, and promoted on the basis of performance and compe tency, regardless of gender, gender identity or expres sion, race, sexual orientation, religion, or place of origin.

Transcultural leadership

Born between **1995 and 2010**, this generation was born within the **technological age**, **war on terror**, and in an age of **multiculturalism**. They have been described as being **excellent multitaskers**, as well as having the ability to process information very quickly. They seek **uniqueness** in their lives and are more **global** in their thinking. Members of Generation Z seem to be constantly looking for their **next best opportunity**.

Generation Z

Born between **1981 and 1996**, this generation is extremely **technologically savvy**, have a **casual attitude** toward employers, and seek a **fun and flexible** working style. They have been described as good **multitaskers**, and as being both **achievement**- and **team-oriented**. They are also referred to as **millennials** or the **Net Generation**. Many millennials also seem to exhibit some **changing attitudes** toward what is considered socially acceptable in terms of **police officer suitability**.

Generation Y

Born between **1965 and 1980**, this generation wants a **balanced work–life** schedule, including **family time**. They appreciate**mutual respect** and **open communication.** They are quickly assuming more and more leadership roles, and have been described as **independent, resourceful, and self-sufficient**.

Generation X

The best supervisors need to acquire new skills and better tactics to create a motivational environment that is focused on retention of their personnel within their organizations. They also must realize that many employees rarely leave agencies—they leave

supervisors.

Born between **1946 and 1964**, this generation is defined by a **strong work ethic**, being **loyal** employees, and **climbing** their way up the **corporate ladder**. They also value **face-to-face** interaction. Although some may not be adept in the computer age, their personal work experiences can aid in the learning process

Baby Boomers

Born **before 1946**, who are also known as the **silent and greatest generation** this generation is 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. We often see them as volunteers in the police department or possibly as members of government that supervisors will interact with regularly.

Traditionalists

Magnuson and Alexander cite the following as how to successfully manage a multigenerational workforce:

* Nurture mentoring relationships. * Create a productive environment. * Communicate with a range of tools. * Foster a respectful environment. * Reward good behavior.

Sexual harassment in the workplace is prohibited by federal law (29 CFR 1604), and it may be litigated as a civil rights violation under

Title 42, Section 1983.

Leadership fails more often because________________ than because the techniques are flawed.

it is not provided when it is most needed

Peak, Gaines, and Glensor state the following: “The challenge for the supervisor is to help police officers redefine their role and accept responsibility for following in a constantly changing, transformational environment. The key ingredients in developing an effective leadership–followership strategy are

genuine participation, communication, shared decision-making, equity, self-control, and interdependence.”

is a well-known and nationally renowned independent research orga nization that focuses on critical issues in policing.62 They have been in existence since 1976 and commonly raise ideas of best practices on fundamental issues such as reduc ing use of force; developing community policing and problem-oriented policing; using technologies to deliver police services to the com munity; and evaluating crime reduction strategies.

The Police Executive Research Forum (PERF)