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Leadership principles in law enforcement
Leadership principles in law enforcement
Leadership principles in law enforcement
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Reward power in Detective Doe’s case is very complicated because of the harm extrinsic rewards can have on a person’s intrinsic motivations (Vansteenkiste et al. 2006). Intrinsic motivation is key in Detective Doe’s line of work because many of the people who join the NYPD do so out of a sense of wanting to give back and help communities. By adding more extrinsic rewards or forms of compensation this will take away from the fulfillment of a task and the interest of it as well (Deci 1972). By keeping a focus on the intrinsic rewards and overall satisfaction of police work Detective Doe is able to properly influence and motivate his followers.
Goal Structuring One of the most challenging aspects of Detective Doe’s job is structuring goals so that they motivate their team to do their
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In an area of work such as law enforcement relationships built upon trust and reciprocity go a long way in helping both leaders and followers. Not only will Detective Doe’s relationships and personal growth benefit but it has been proven that his group’s cohesion and participation will also be improved by the development of strong leader-follower relationships (Naidoo et al. 2011, Sparrowe et al. 2006). Regarding this it is also important that Detective Doe is careful regarding the use of transactional leadership, specifically related to extrinsic rewards. It is clearly extremely difficult to be solely one and also be a good leader since a balance transformational leadership and transactional leadership make a strong leader (Judge & Piccolo 2004). It is absolutely necessary though to try and keep rewards intrinsic and keep people motivated by their self-satisfaction than extrinsic compensation. If too many extrinsic rewards are offered as compensation than many people may lose their initial interests and reasons for entering the field of law enforcement (Deci
The human service model strives to integrate employees goals into organizational goals. However, it has such a reliance upon the most committed employees. These employees, therefore, must to accomplish job tasks and feel as though fulfilled in their distinctive roles within the criminal justice organizations. This model creates a much less centralized rules and bureaucracy as the supervisors and employees become part of a team governed by an agreement of purpose. Such agreement of purpose may appear to be blurred in terms of governance within the organization since it is in human nature to not wanting to share anything of values, especially money and power. Criminal justice organizations have multiple and sometimes conflicting goals. Those
I believe the goal of this book is to provide officers the information of how to recognize the deterioration of core values (personally and professionally) and what can take place in their lives if gone uncorrected. The book then ultimately provides specific strategies that can be utilized to reduce the negative emotional and physical impact of a law enforcement career. I believe the book succeeds in doing this.
On February 27th, 2014 I had the pleasure to interview Detective Vincent Velazquez who was referred to me by Professor Paul Guerrucci. Vincent currently works at the Atlanta Police Department located in 226 Peachtree Street, Atlanta, GA 30303. On the day of the interview, I was a little anxious since this was actually the first time I interview a crime investigator, however Vincent was very professional and he allowed me to record the entire conversation. I was able to ask questions about his personal life, full details of his profession, current case assignments, criminal investigation procedures and existing problems in the investigation process.
An article written jointly by Mark Perez and Anthony H Normore, published in the Journal of California Law Enforcement discusses the growing concern that the public’s trust in law enforcement is at an all-time low due to the ethical choices that some of our leadership have been making and how we can improve the publics opinion of law enforcement and some of their unethical decisions. The purpose of their article is to share their thoughts on police leadership and ethic, they feel by having just one powerful confident police leader in a department it can have a positive impact on that police department by reducing the rate of misconduct. They also feel by having a police force with strong integrity
Kim and Mauborgne (2003) suggest that it is critical to adjust the employees to accept change and to identify how change can happen with limited resources. They also noted, “Many CEOs recognize the importance of getting employees motivated to make changes, but they make the mistake of trying to reform incentives through the whole organization.” In their article, they described how Bratton was able to solve the motivation problems at the police department. To clarify, Bratton recognized that key influencers at the police department could work to his advantage in implementing change. He also recognized that he only needed to motivate these key influencers because they “act like kingpins in bowling: when you hit them just right, all the pins topple over (Kim & Mauborgne,
Henry Kissinger is quoted as saying that the task of a leader is to get people from where they are to where they have not been. This is also a reflection of the work of Vroom & Jago (2007) who state that leaders should motivate others to do great things. With correctional workers, effective leadership and management is essential to the safety of other workers. To those housed in correctional facilities, and to the community at large. How new leaders are trained and prepared for their important role is essential to the success of correctional institutions. This paper will address a review of best practice regarding leadership in correctional facilities as well as an analysis of Corrections Corporation of America’s (CCA) Samberg Program. Finally, the paper will address a specific training evaluation model to enhance the program.
There have been countless books, lectures, and and trainings, and retreats constructed around the idea of cultivating leadership in an individual. However, cultivating individuals’ ability to follow great leadership has received far less attention. Who are these people leading if each person within an organization is being trained to be a leader? The word follower has negative connotations, evoking the images of a weak, uncreative, milquetoast personality. However, Jimmy Collins, in his book, “Creative Followership: In the Shadow of Greatness”, suggests that the ability to be led brings as much creativity, consciousness, and indeed leadership to an organization or team as the leader himself. Great followership is a reflection of great leadership. In this, the follower is just as important as the leader in the relationship. Many great leaders have asserted that a leader with even a modicum of understanding of what drives their subordinates can take their organization to previously undreamt-of heights in creativity and productivity. Collins does not disabuse us of this notion, he does however add that the follower is indispensable agent in this interplay between leader and follower.
Most police departments utilize the traditional pyramid structure to differentiate specialized functions, authority, and leadership. Studies from Peak et al., (2012) indicate that numerous police agencies experimented with other methods of structural leadership styles, and most of them prefer the traditional pyramidal configuration because it emphasizes “rapid leadership and division of labor particularly in catastrophic incidents” (p. 28). Police departments in the United States are considered as bureaucracies for two of the following reasons: (2) heavy reliance on rules, regulations, policies and procedures; and (2) pays
The style of leadership is very task orientated. Therefore, it would be easy to establish goals and quotas for followers to target in order to achieve higher levels of pay, promotions, or incentives. For example, a restaurant manager may design a contest in his or her restaurant that can reward the highest seller a bonus. This type of leadership has many avenues to inspire employees by rewarding them. Equally, with rewards however, they can come with punishment. Leaders are able to have measurable result that can also have consequences.
The importance of motivation is much more in the police sector.Motivation is the key to success. Motivate to achieve the required level is the basic duty and role of the leader.
It is often said that power brings corruption, but in reality it is an individual’s lack of character, self-discipline, and integrity that leads to corruption. Law enforcement can bring many temptations on the job, and maintaining an up most level of personal integrity can often times be very difficult. The very nature of the job surrounds officers with all of the bad things that society, produces. There can be an endless amount of training and rules put into place to try and deter officers from committing unethical acts, but in the end it really just comes down to the specific individual and their willingness to do the right thing.
All organizations, especially law enforcement agencies, require leadership. Maintaining a dependable leadership structure is key to the success of any organization. The philosophy of the modern style of police leadership involves a leader who is strong, competitive and unreceptive to change. Police leadership is based from an autocratic style which is founded on integrity and courage, embracing teamwork, involvement and shared leadership (Cordner & Scarborough, 2010). This style of leadership works well in an emergency situation in which rapid decision making and strict control is needed. The negative aspect to this style of leadership is the inability of the organization to function with the absence of leadership.
Respectively departmental managers and supervisors associate with managers and leaders of the same rank. While the CHP strives to foster a family atmosphere and encourages all employees to utilize their ‘partners’ or colleagues for many issues that may arise on a daily basis whether work related or of a personal nature the interaction is limited to individuals within an individual’s rank. This family focused attitude helps to alleviate some of the stresses that are common within the law enforcement profession. The camaraderie that is created is valuable to organizational moral and overall
Kania & Davis states, “One rarely even decides anything without significant input from coworkers, support staff, and subordinates, especially the planners and budgetary analysts on a work team” (Kania & Davis, 2012, p. 8). In any work capacity, team work will always be mentally and physically beneficial to the officer, squad and department. Police departments in the United States are para military command structures, by which the efforts of an officer affects each and every member of the department. Team work often builds stronger relationship between supervisors and officers. Team building not only accomplishes tasks and goals more efficiently, but it also builds rapport, comradely, and provides superior service to the community.
Values of my interest in law enforcement career are aspects that keep me motivated and inspired to continue to work hard towards my career goal. Self-esteem, commitment, self-control, passion, responsibility, achievement, and courtesy are various values that reflect my work ethics when it comes to working with others in a team to accomplish goals. It is essential to be a leader by taking initiative and be held accountable for big tasks; instead of putting yourself as a follower than a