Quiz 2 Flashcards
Police Leadership
-People, Power, Influence
Formal v. informal leadership
People
– Subordinates follow the leadership
-Formal leaders
– Placed in positions of leadership by the organization
– Have authority and responsibilities by virtue of the position they hold
– More effective when they use leadership skills
Organizational Power
Reward. coercion, legitimate
-Reward power
– The ability to control valued resources within the organization
-Coercion power
– Embodied in one’s ability to punish others
-Legitimate power
– The power people perceive as a result of their position within the
organization
Personal Power
expertise and referent
-Expertise power
– Officers’ knowledge or ability to perform a specialized task
Referent power
– The ability to influence as a result of one’s association with other
powerful figures in the organization
– Such associations are developed through:
* Friendship
* Past working relationships
* Kinship
Trait Theory
Initiating structure vs. Consideration
Blake and Mouton’s Managerial Grid
Initiating structure vs. Consideration
Initiating structure
– The leader’s behavior in emphasizing organizational goals by
delineating the relationship between the leader and the
subordinates when establishing well-defined patterns of
organization, communication and procedure
Blake and Mouton’s Managerial Grid
- High-Performing Leaders
- Task Leaders
- Supportive Leaders
- Bureaucratic Leaders
Transactional vs. transformational
Transactional leadership
– Leaders broaden and elevate their followers’ interests.
– Leaders generate awareness and acceptance of the group’s purpose
and mission.
– Leaders stir their followers to look beyond their self-interests.
leadership
Motivation
-Equity Theory
-Herzberg’s Hygiene/Motivation Theory
Police Culture
-Expectancy Theory
-Symbols
-Traits
-Career Phases
Sender chooses the method or means
Communication
-Symbols
-Traits
-Career Phases
-Formal vs. Informal
-Verbal vs. non-verbal
Communication process
Rule of 5
-Receive-Understand-accept-Use-Feedback
Power
– The ability to influence or control others
Influence
– Clearly acceptable directives
– Questionable orders to subordinates
– A directive completely outside the bounds of acceptability
Informal leaders
– Recognized by their peers as individuals who have knowledge and can provide assistance outside the chain of command
– Have a modicum of power, but no recognized authority
– Successful departments promote informal leaders to formal leadership
positions
Consideration
he leader’s behavior in emphasizing friendship, mutual trust,
warmth, and a respectful relationship between the leader and
subordinates
- Transformational leadership
– Police executive attempts to broaden the interests and horizons of subordinates and move the organization in a new direction.
– Key component is charisma.
-Equity Theory
-Herzberg’s Hygiene/Motivation Theory
-Expectancy Theory
Police Culture
Symbols
Traits
-Career Phases
Sender chooses the method or means
Communication
-Formal vs. Informal
-Verbal vs. non-verbal
Communication process
Rule of 5
-Receive-Understand-accept-Use-Feedback
Barriers
Physiological barriers
* Psychological barriers
- Physiological barriers
- Psychological barriers
- Stereotyping
- The halo effect
- Projection
- Perceptual defense
- Cognitive dissonance
Keys to effective communication - Active listening
- Fairness, openness, and “straight talk”
- Avoiding emotionally loaded terms
- Simple, clear language
- Appealing to all five senses
- Reinforcing words with action
Conflict
Types
-Interpersonal, intragroup, intergroup, interorganizational
Sources of conflict - Incompatible goals and time horizons
- Overlapping authority
- Task independence
- Status inconsistencies
- Scarce resources
- Communication failures
- Individual differences
- Incompatible procedures for rewarding and reprimanding performance
Conflict resolution - Altering the source of the conflict
- Appealing to third parties
- Adopting an interpersonal conflict-handling approach
- Increasing diversity awareness and skills
- Practicing job rotation or temporary assignment
- Using permanent transfers or dismissals
- Changing organizational structure and/or culture
Can conflict be positive?
