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Supervision of Police Personnel > Supervision of Pol-Ch 3, Leadership,Supervision and Command Presence > Flashcards

Supervision of Pol-Ch 3, Leadership,Supervision and Command Presence Flashcards

1
Q

Leadership may be defined as

A

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

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2
Q

leadership is the human factor that

A

binds a group together and motivates it toward goals

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3
Q

Park and Kleemeier make the distinction when they state

A

when men obey another because of fear, they are yielding. When men follow, they do so willingly-becuase they want to do what a leader wishes. Herein, lies the distinction between being an authority and being a leader.

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4
Q

distinction between being an authority and being a leader is, Leaders ____,____ and ___ the group to follow willingly, even eagerly

A

stimulates, motivates and inspires

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5
Q

authority ___ and __ his men to yield and obey becuase they fear the consequences of disobedience

A

pushes and drives

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6
Q

Becoming skillful in applying sound leadership techniques requires

A

diligence

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7
Q

Ideal for the organization- is the leader recognized as such formally and granted leadership authority not only by his organization but by his subordinantes

A

The true leader

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

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8
Q

____ of ____ authority does not ipso facto make a person a leader. Leadership status must be earned

A

Granting of formal

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9
Q

Outstanding training is offered by numerous programs to help supervisors develop leadership skills:

A

Southern police leadership Institute
west point command and leadership program
FBI National Academy

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10
Q

What leader is highly authoritative

A

Autocratic

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11
Q

What type of leader is most likely to succeed when bold, rapid aciton is indicated

A

autocratic-provided he has capacity to make sound, workable decisions

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12
Q

This supervisor who seeks ideas and suggestions from his subordinates and allowing them to participate in decision making that affects them, by and large secures best results as a leader

A

supervisor who leads democratically

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13
Q

purely democratic leadership will work poorly in

A

emergent or unusual situations

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14
Q

I emergent or unusual situations, in such situations, the stronger leaders make it understood that participative management means

A

“I manage and you participate”

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15
Q

leader keenly aware of human factor in managing others, as an employee-oriented leader, he secures better performance from his subordinates, motivates them better and enables them to derive greater satisfaction from their efforts. Most probably, he not only will be a ____leader but will be ___ by his group.

A

popular and respected

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16
Q

This leaders seldom gives his subordinates the attention or help they need, when the leader

A

plays down his role as such and exercises mininum control… Free Rein or Laizzez-fiare ldeader

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17
Q

free rein or Laissez-Faire leader

A

does not work well. More concerned about being liked by his subordinates than being respected by them, invariably produces a climate of permissiveness.

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18
Q

feelings of insecurity develop among workers because they are left without positive direction and guidance they look for and expect from leader.

A

Free Rein and Laissez-Faire Leader

As result- morale, discipline, efficiency and production begin to deteriote and leader loses control

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19
Q

One supervisor can be highly effective in each situation as long as he can adapt his style to needs of that situation.

A

Situational leadership

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20
Q

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 leaders style is a combination of ___and ___

A

task behavior

relationship behavior

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21
Q

Style the leaders uses in a situation is dependent on the workers ___, which is a combination of ___ and ___

A

readiness

ability and willingness

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22
Q

Readiness style’s

When workers are both unable to do the job and unwilling to try, leaders uses ____

A

Readiness style 1.- this Leadership style 1 (telling), High in task behavior but low in relationship behavior

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23
Q

When workers are unable to do the job but are willing or confident, the leader uses ____

A

Readiness style 2 - this Leadership style 2 (selling), high in task behavior and high in relationship behavior

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24
Q

When workers are very capable but are unwilling or insecure, the leader uses ____

A

Readiness style 3 - this Leadership style 3 (particpating), low in task behavior, high in relationship behavior

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25
Q

When workers are very capable and very willings, the leader uses ___

A

Readiness style 4 - this Leadership style 4, (delegating), low in task behavior and low in relationship behavior.

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26
Q

Detective squad is typically closer to what readiness sytle

A

readiness style 4

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27
Q

Situational leadership is based on an interplay among ________.

A
  1. amount of guidance and direction (task behavior) a leader gives
  2. amount of socio-emotional support (relationship behavior) leader provides
  3. readiness (maturity) level that followers exhibit in performing a specific task, function or objective
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28
Q

Situational leadership was developed to help___

A

leaders be more effective in their dealings with subordinates

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29
Q

Selection of leadership style is determination is based on his own ___, ___ of his subordinates and his ___ and theirs, yet he must avoid becoming bogged down in supervisory style.

A

personality, personalities and goals

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30
Q

What is the key to skillful leadership?

A

selection of the right approach for right situation

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31
Q

Command presence. It is the natural manner of an individual indicating a complete command of his ___ and ___ faculties and ___

A

mental, physical and emotions

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32
Q

In command presence, it encompasses the qualities of ___, ___ and ___

A

dignity, self-assurance and poise

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33
Q

Who summarized this condition by stating: The supervisor absorbs heat from above instead of passing his own irritations on to his subordinates. He maintains a deportment of calmness and evidences a high degree of emotional security, even under provocation

A

Pfiffner and Fels

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34
Q

Elements of Leadership

A
  1. Discipline
  2. Ethics-
  3. Common Sense
  4. Psychology
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35
Q

A _____ in it broadest sense in an organization is perhaps the best mark of good leadership

A

high level of discipline

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36
Q

Ordinarily, if high discipline is present, a high level of ____ __ ___ and ___ will result together with increased efficiency

A

espirit de corps and morale

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37
Q

Position of true leadership places on the leader a ___ obligation to adhere strictly to high standards of ___ and ___ he expects of his subordnates

A

moral

honor and integrity

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38
Q

Supervisor’s conduct is appraised in three frames of reference:

A
  1. what is actually is
  2. what he thinks it is
  3. what it appears to be to others
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39
Q

_____ ____ is one of the most valued characteristics of a leader and is the hallmark of true leadership

A

Common Sense

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40
Q

The maintenance of a high level of discipline and morale requires some practical knowlefge of the _____ ____ that affect human behavior

A

psychological factors

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41
Q

To gain willing support and cooperation of subordinates, the supervisor must learn those principles and techniques of leading them by _____ and _____ rather than by driving them by arbitrary methods

A

sound logic and clear thinking

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42
Q

Supervisor will find that best results will be obtained if he uses his authority ____ and ____displays it.

A

sparingly and rarely

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43
Q

Supervisor must develop at least a ____ understanding of the things that motivate them

A

rudimentary

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44
Q

______ involves the application of incentives, which encourages a certain positive pattern of behavior and attitude and contributes to the accomplishment of org object.

A

Motivation

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45
Q

Unless employees ___ with these ___ and ___ they are attainable, he will not be able to commit himself to them. He wont be motivated

A

agrees, objectives and believes

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46
Q

By avoiding ____ and ___ supervisory practices, he can gain their confidence and respect, which are vital in the process of motivation

A

inconsistent and arbitrary

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47
Q

this type of motivators as fear, coercion, intimidation and punishment

A

Negative motivators

48
Q

Negative motivators should be avoided except when more ____, ____ have been tried and have failed

A

constructive, positive means

49
Q

Supervisor should constantly evaluate his leadership qualities in an _____ so that he might gain some insight into his ___ and ___

A

objective manner

strengths and weaknesses

50
Q

The biggest problem in supervisor self appraisal is

A

honestly admitting to himself that his techniques might be wrong from time to time

51
Q

_____ ____ will quickly be recognized and may become the source of resentment and dissatisfaction

A

Mechanistic supervision

52
Q

Leadership Characteristics- Every leader should possess the following traits

A
  1. Friendliness, sincerity, affection for others and personal warmth
  2. enthusiasm for job and all it entails
  3. ambition
  4. physical and nervous energy and vitality
  5. moral and physical integrity
  6. intelligence
  7. technical skill
  8. faith
  9. verbal aptitude
  10. courtesy
  11. modesty
53
Q

___ and ____ are essential to effective leadership

A

Diligence and industry

54
Q

____is a composite of all his personal characteristics

A

personality of an individual

55
Q

The keynote to supervisory success is ___

A

capability of the supervisor to adapt others methods to his own particular style

56
Q

With regard to the human relations movement, Megginson aptly observed that it has brought about “an overconcern with the ____ and ___ doctrine and the ___ ___.

A

sweetness and light

happiness cult

57
Q

Megginson asserts that when supervisor interprets the human relations doctrine as meaning that he has not right to be critical and dissatisfied with inferior performance, he deprives his subordinates of

A

a standard of determining the level of performance that can be reasonably expected of them. Just having a happy emloyee is not enough

58
Q

Just having a happy employee is not enough- they need _____and _____ and _____if they are to be satified and productive

A

reasonable goals and sense of achievement and personal development

59
Q

the objective of good human relations should be the ____ production in the ___ possible time with the ___ energy and the ___ satisfaction for the producers

A

greatest, shortest, minimum and maximum

60
Q

Supervisor will find that a calm, controlled manner will be hellpful to him in maintaining the ____ and ___ of his subordinates

A

confidence and respect

61
Q

Indicators that supervisor lacks self-control desirable in a leader is

A

frequent irritation, petulance and emotional displays-especially of temper and anger

62
Q

the ___, ___ and ___ attributes of supervisor have a powerful effect on his relations with subordinates

A

physical, moral and mental

63
Q

Who said “ We need to develop a new set of social skills that will combine the new permissive and democratic approach with the continueing need to exercise authority, positive and forceful authority when called for.

A

Pfiffner and Fels

64
Q

The is a force the supervisor should utilize to substantially increase his effectiveness

A

Desire of individuals for recognition

65
Q

Who used the approach with great success that honest, sincere praise wins friends and influences people but that insincere flattery will backfire and make enemies

A

Dale Carnegie

66
Q

The One Minute Manager by management experts Ken Blanchard and Spencer Johnson recommends using the one-minute praising tech.

A

empty

67
Q

Blanchard and Johnson suggest one-minute reprimanding and one-minute goalsetting tech similiar to those listed.

A

“feedback is the breakfast of champions”

68
Q

Critism and Reprimands by the leader

A

average supervisor all to often does not face up to his responsibilities of giving criticism when due. Often afraid of repercussions from the social group if he does.

69
Q

Knowledge of subordinates

A

supervisor should learn as much as possible about his subordinates, individually and collectively.
he gains more info thru inspection of personal records, observations, personal contacts

70
Q

Supervision of Marginal Employee

A

employee who does just that amount and quality of work that will not give organization a cause of action against him often is cause of consideration concern to supervisor.

71
Q

such employee that invariably the source of much dissatisfaction within their peer group and often contaminate with their antiorganization attitutde

A

Marginal employee

72
Q

order giving

A

using indistinct speech or poor word selection, giving orders in a disordered or haphazard manner, giving to many orders at once or too much detail in one order and neglecting to follow up are some of most prevalent reasons for failures in order giving.

73
Q

which is more effective than coercion in obtaining acceptence by those workers affected.

A

persuasion

74
Q

Direct commands

A
  1. orders may best be given by command when emergent conditions require direct, prompt action
  2. 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
75
Q

most orders should be framed as

A

requests. Employees will often resent an authoritarian dictatorial method

76
Q

the capable, conscientious, responsible subordinate usually requires nothing more than a

A

request

77
Q

___ or ____ directives can be employed to good effect with reliable employee who readily assumes responsibility for a task

A

implied or suggested

78
Q

Orders to ____or ____employees should be given in a more direct manner than by implication or suggestion

A

inexperienced or unreliable

79
Q

requests for volunteers

A

used with care. Usually to perform a dangerous or disagreeable assignement he cannot or should not perform himself. Never have volunteers for a task supervisor should perform.

80
Q

verbal orders

A

usually satisfactory for simple tasks and in emergency situations.

81
Q

other than a simple order, person giving it should have it played back so that any misunderstanding that have resulted in the communication process can be clarified.

A

empty

82
Q

____orders should be used in situations where complex operations or numerous persons are affected to ensure that all receive same message.

A

written

83
Q

follow-up

A

supervisor surrenders his authority little by little when he fails to follow up his orders to ensure that they have been carried out

84
Q

One of the most frequent functions the supervisor is called on to perform is that of

A

decision making

85
Q

____has a stabilizing influence on subordinates

A

decisiveness

86
Q

____is easily perceived and tends to destroy confidence and lower respect

A

indecisiveness

87
Q

decision making process involves several steps

A
  1. awareness that real problem exists
  2. facts must be obtained
  3. when sufficient data has been collected, it must be evaluated and analyzed.
  4. alternative approaches leading to a logical conclusion should be decided on , and probable consequences of each should be weighed. This involves insight.
  5. decision must be selected from alternative solutions. Pros and cons should be considered and weighed.
  6. decision must then be communicated to those who must carry it out
88
Q

_____is perhaps the most common failing of an inexperienced supervisor

A

oversupervision

89
Q

oversupervision, often called ____ caused what?

A

snoopervision

causes loss of respect for supervisor, creates suspicions in minds of employees, fosters rumors and arouses resentment.

90
Q

example setting

A

supervisor must remember the principles, not just the rules. “if you have integrity, nothing else matters. If you don’t have integrity, nothing else matters.”

91
Q

Marks of a good leader

A

rigid adherence to the requirements of good taste and convention, good breeding and behavior and lack of pomposity

92
Q

the respected leader will be imitated ___or ___ by those he leads

A

consciously or unconsciously

93
Q

women supervisors: _______has been cited by Haar and Morash as one of the primary sources of stress for female officers

A

gender stereotyping

94
Q

Of all sworn officers in 2000, what is the percentage of women and what is percentage female commanders

A

13 %, 7.3% commanders

95
Q

Source of peer support, training and mentoring for woman

A

International Association of Women Police

96
Q

____of african american officers in one study reported that they believed there was a pattern of racial discrimination in employment decision

A

80%

97
Q

supervisors must make decisions scrupulously based on ___ snf ___ requirements

A

fairness and mission

98
Q

avoidance of gender bias and harassment

A

all supervisors must excercise exceptional common sense and introspection in their relationships with subordinates, especially with those of opposite sex.

99
Q

Sexual harassment in workplace is prohibited by federal law ____ and it may be litigated as a civil rights violation under ________

A

29 CFR 1604, and Title 42, Section 1983

100
Q

One survey found that _____ of police agencies have no written policy against sexual harassment

A

34%

101
Q

symptoms of leadership failure.

A

selfishness, suspicion, envy, failure to give credit, hypercriticism and arbitrariness usally denote weaknesses, if not failure of indiv leader. When these characteristics are present to a marked degree in a supervisor, he is not fit to direct and control others.

102
Q

leadership fails more often because it is not ____ when it is most needed than because the techniques are flawed

A

provided

103
Q

if level of discipline in org is low, if standards of conducct and performance leave much to be desired, or organization is riddled with disloyalty, mistrust and self-interest, its leaders have failed;

A

failure will inevitably result in reduced productivity, low morale and poor organizational spirit.

104
Q

The challenge for supervisor is to help police officers redefine their role and accept responsibility for following in a constantly changing, transformational enviroment.

A

With many PD’s turning to COP and utilizing problem solving approaches, Peak, Gaines and Glensor made this statement

105
Q

Key ingrediants in developing an effective leadership-followership strategy are

A

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

106
Q

CP invests great deal of authority in street-level officers; it requires

A

leadership, management and communicative skills, coupled with a considerable amount of creativity.

107
Q

first challenge for supervisor of a CP program is to adapt to high level of necessary ____and ____involvment

A

commitment and community

108
Q

CP supervisor skills are critical:

A

leadership, program management and negotiation

109
Q

for community oriented policeing and problems solving to be effective, supervisors must understand its ___, ____ and _____

A

concepts, support its principles and be part of it.

110
Q

1990 the Police Executive Research Forum identified characteristics of a good problem-oriented supervisor:

A
  1. allow subordinates freedom to exp w/new approaches
  2. good and accurate analyses of problems
  3. granting flexibility in work schedules
  4. allowing subord to make most contacts directly, paving way when they are having trouble getting cooperation
  5. protecting subord from pressure within dept
  6. running interference
  7. knowing what problems subord are workingon
  8. knowing subord beat and important citizens
  9. coaching subord thru process, giving advice,helping manage their time
  10. monitoring subord progress and prodding them along if necessary
  11. supporing subord even if their strategies fail,
  12. managing problem-solving efforts over long period of time,
  13. give credit to subord and letting other knows it
  14. allowing subord to talk w/visitors or at conferences about their work
  15. identifying new resources and contacts for subor
  16. stressing cooperation, coordination and communication within the unit and outside it
  17. coordinating efforts across shifts,beats, outside unit and agencies
  18. knowing that officers and det.s must come to believe in it
111
Q

ensuring that COP and problem solving are connected to homeland security is a ____issue

A

leadership. First line supervisor are in best position to make sure this gets done

112
Q

Some supervisors fail in their primary task of

A

directing, leading and controlling others, because they have not been able to apply these principles to their particular position

113
Q

Perhaps the single function that best marks the good leader is his ability to maintain a high level of ____, ____ and _____

A

discipline, morale and esprit de corps

114
Q

nowhere are these _____ ____more important than in giving of orders.

A

psychological factors

115
Q

the leaders ___, his ___ and ___ and the time and place in which the order is given will affect the reactions of his subordinates

A

manner, gestures and inflections

116
Q

what type of language should be scrupulously avoided

A

immoderate, vulgar and indecent language

117
Q

Most difficult type of motivation process, yet the most powerful and lasting force in forming attitudes is

A

process of Inspiration

Supervision of Police Personnel (17 decks)

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