Supervision Of Police Personnel 2

Question 1

You can not push anything with a rope

Answer 1

Being out in front pulling is the key to being a good leader

Question 2

What is leadership?

Answer 2

That quality which enables a person to achieve accomplishments through his subordinates by virtue of their willingness as opposed to by force.

Question 3

Good leadership does not come automatically.

Answer 3

How good a leader you will become depends upon your attitude toward your responsibilities.

Question 4

Training and spirit.

Answer 4

Good training is a prime element in developing spirit and morale in officers.

Question 5

Common ingredients of leaders.

Answer 5

1. Loyalty
2. Simplicity
3. Self control
4. Character
5. Decisiveness
6. Courage
7. Faith
8. Truthfulness
9. Honor
10. Justice
11. Earnestness
12. Assiduity
13. Common sense
14. Judgement
15. Enthusiasm
16. Perseverance
17. Tact

Question 6

Loyalty

Answer 6

Loyalty goes up and down.

The loyalty you receive is equal to the loyalty you give.

Question 7

Simplicity

Answer 7

Simplicity should be cultivated and practiced at all times.

Question 8

Self-control

Answer 8

It is the secret of control over others. You can not control others without first gaining control over yourself.

Question 9

Character

Answer 9

Strength of character is made up of two elements: power of will and power of self restraint. People of strong character are judged by the feelings they subdue not by the feelings that subdue them.

Question 10

Decisiveness

Answer 10

Decisions must be expressed in such clear and precise terms that there will be no doubt of the decisiveness of your mind.

Question 11

Courage

Answer 11

Physical - the strength to overcome the natural instinct of fear sufficiently to keep it from taking charge.
Moral - that which compels truthfulness.

Question 12

Faith

Answer 12

Another word for confidence. It breeds respect and can add immensely to your control over others.

Question 13

Truthfulness

Answer 13

The morally strong have no need to lie.

Question 14

Honor

Answer 14

It is what we know to be our actual integrity and worth.

Question 15

Justice

Answer 15

Firmness without favoritism.
Justice tempered by constructive clemency.
Never give a degrading punishment.

Question 16

Earnestness

Answer 16

Sincerity of effort.

Question 17

Assiduity

Answer 17

Careful and steady attention or diligence in ones performance.

Question 18

Common sense

Answer 18

Your ability to understand the world around you.

Question 19

Judgement

Answer 19

Knowledge helps build confidence, and confidence can lead to better judgment.

Question 20

Enthusiasm

Answer 20

As a supervisor you should grasp each opportunity to stress to your subordinates the positive aspects of (unpleasant or difficult) tasks.

Question 21

Perseverance

Answer 21

Without perseverance there is no change. Without change there is no growth. Without growth, effective law enforcement would come to a halt.

Question 22

Tact

Answer 22

To reprimand employee without them disliking you, goal is to have it better for the subordinate and better for the department.

Question 23

Styles of leadership

Answer 23

Authoritarian
Laissez-faire
Democratic

Question 24

Authoritarian

Answer 24

Dominant role in thinking, planning, and decision making for the group.

Effective in times of emergency, not for long term use.

Question 25

Laissez-faire

Answer 25

Avoidance of leadership responsibilities- letting them operate on their own if they are highly trained and motivated officers.
Don’t require close supervision.

Question 26

Democratic approach

Answer 26

Selling people on the way to do a job and why it is done that way.
Builds group responsibility.
Better long term leadership.

Question 27

Know your job

Answer 27

Well rounded police education

Constant practice.

Question 28

Use of knowledge of others

Answer 28

Use others knowledge to the advantage of your command.

Question 29

Know yourself and seek self-improvement

Answer 29

When appropriate solicit the honest opinions of others.

Increase desirable qualities and eliminate undesirable ones.

Question 30

Know your staff and look out for their welfare

Answer 30

Observe and let yourself be visible.
Be friendly and approachable.
Take personal interest in them

Question 31

Keep staff informed

Answer 31

Explain what is to be done and how to do it.

Be alert to detect false rumors, replace them with the truth.

Question 32

Set the example.

Answer 32

Be physically fit, well dressed, groomed, mentally alert.
Master your emotions.
Maintain optimistic outlook and air of outward calmness.

Question 33

Cooperation

Answer 33

In spirit as well as in fact.

Must work in both directions.

Question 34

Display loyalty

Answer 34

Loyal to superiors and subordinates.
Show support.
Do not protect incompetent subordinates from correction from higher command.

Question 35

Don’t play favorites

Answer 35

Avoid cliques

Question 36

Be morally courageous

Answer 36

Stand by your principles
Be responsible
Gain and hold respect

Question 37

Share danger and hardship

Answer 37

Demonstrate willingness to share the difficulty

Question 38

Be certain that all tasks are understood

Answer 38

Think clearly and issue clear, concise orders.
Encourage questions.
Question them to make sure it is understood.

Question 39

Make sound and timely decisions

Answer 39

Announce all decisions far enough in advance to allow people to make necessary plans.
Plan for every contingency that can be reasonably foreseen.
When appropriate, consider advice and suggestions from subordinates.

Question 40

Develop a sense of responsibility among subordinates

Answer 40

Encourage them to learn duties and responsibilities of leadership.

Question 41

Performance

Answer 41

Encourage subordinates to perform every task, large or small, to the best of their abilities.
Tell them what to do, not how to do it. Hold them responsible for the result.

Question 42

Errors

Answer 42

Always correct errors in judgement and initiative in such a way as to encourage them.
Avoid public criticism or condemnation.
Public praise.

Question 43

Take responsibility for your actions

Answer 43

Responsible for your actions and for subordinates.

Accept justified criticism yet stand on your convictions.

Question 44

Maslow’s theory

Answer 44

5 major physical or psychological needs:
1 physiological
2 safety and security
3 social and belonging
4 ego, status and esteem 
5 self actualization

Question 45

Maslow’s conclusion

Answer 45

A prime reason for some persons being poorly motivated and filled with frustration, hostility, and indifference was that the people had fulfilled these needs out of order.

Question 46

Solution to motivation

Answer 46

It is not the employer who motivated the employee, but the employee who motivates himself by striving to achieve and satisfy his own needs.

Question 47

Determining motivational needs

Answer 47

Determine individual goals

Then determine the stimuli to get them started on their goal.

Question 48

Positive transfer

Answer 48

Type of motivation

A transfer that may provide more motivational incentive than other alternatives.

Question 49

Evaluation

Answer 49

Type of motivation

Can be a means to improve IF supervisor has identified and followed up on means of improvement.

Question 50

Projected incentives

Answer 50

Type of motivation
New forms of incentives
Administered fairly or consistently