Leadership

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Chapter 7

• Leadership

Police Administration structures, processes, and
Behavior 7th edition Charles R. Swanson Leonard
Territo Robert W. Taylor
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Leadership

• Three equally important responsibilities.
• Fulfilling the mission of the Police Department.
• Making work productive and helping subordinates
  to achieve
• Producing impacts

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Performance

• Key responsibilities for effective performance
• Time Management Identify what needs to be done
  and who it is done by.
• Outward Contributions What results are
  expected of me? Focuses on specific results
  rather than work itself.
• Build on Strengths Concentrates and specializes
  on what their colleagues, superiors, and
  subordinates are most effective.
• Priorities Set a priority listing and never
  stray from its formula alternatives get nothing
  done. First things first.
• Effective Decisions Taking time and
  responsibility for decisions. Quality decisions
  are more important than quantity.

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Nature of Leadership, Authority, and Power

• Rationale for the existence of organizations gt
  Do things that one cannot do alone --gt The need
  and relevance of goal oriented leadership.
• Authority vs. Power
• Although these are often treated synonymously,
  authority and power are allied but separate
  concepts.
• Authority is based on a grant given by the
  organization that leads to one fulfilling his or
  her responsibilities.
• Power can be an inherit quality because of the
  ability to influence. Formal power is closer to
  Authority.

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Power Motivation
Impulsive and erratic in their use of power. Rude
and overbearing. Exploitative of others. Oriented
toward strength. Committed to the value of
efficiency. Proud. Self-Reliant
individualists. Excited by the certitudes of
power. Competitive. Concerned with exceptionally
high goals. Defensive-protective of own sense of
importance. Inspirational leaders. Difficult to
replace- leaves behind a group of officers who
were dependent on the leader does little to
develop officers. Sources of direction,
expertise, and control.
Inhibited and self-controlled in their use of
power. Respectful of others rights. Concerned
with fairness. Oriented toward justice. Committed
to the value of working per se. Egalitarian. Organ
ization-minded joiners. Ambivalent about
power. Collaborative. Concerned with realistic
goals. Non-defensive willing to seek
help. Builders of systems and people. Replaceable
by other managers leave a system intact and
self-sustaining. Sources of strength for others.

• Defined as the intentions, and objectives that
  underlie a police managers use of power.

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Personalized, Socialized, and Affiliative

• Ideal profiles for leadership and power style,
  contains a mix of power motivations and
  affiliative needs. Affiliative needs refers to a
  general desire to be liked within an
  organization.
• Doing so helps keep a check on keeping them in
  proper proportions.
• Refer to figure 7.1 in text page 274.

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The Leadership Skill Mix

• A police department can be divided into three
  levels with various mixes of three broad
  categories of skills associated with them.
• Vary depending on departmental size and other
  factors.

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Human Relation Skills

• Ability to interrelate positively with other
  people and are used at all levels of a police
  department. Examples include
• Motivation
• Conflict resolution
• And interpersonal communication skills
• The single most important human relation skill is
  COMMUNICATION!!!

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Human Relations cont.

• As one progresses up the rank hierarchy of a
  police department, typically one becomes
  responsible for more people but has fewer people
  reporting to them.
• Top managers remain important, but are used to
  obtain non-political support for the agencies
  programs and to obtain the resources necessary to
  operate them.
• Mid level managers such as lieutenants and
  captains play an important linking function
  passing downward in implemental forms.
• Going further down the hierarchy, supervisors
  such as sergeants use human relations skills with
  great frequency, often focusing on such issues as
  resolving inter-personal problems and working to
  gain or maintain the support of the informal
  group for departmental goals.

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Conceptual Skills

• Involve the ability to understand and also to
  interrelate various parcels of information, which
  often seem unrelated or the meaning or importance
  of which is uncertain.

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Technical Skills

• Technical skills vary by level within a police
  department. Uniformed sergeants assigned to field
  duties must be able to help develop and maintain
  skills of subordinates in such areas as
  Identification, collection, and preservation of
  physical evidence.

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Theories of Leadership

• Theories attempt to explain the factors with the
  emergence of leadership.
• 1) Great Man/Genetic theories
• 2) Traits approach
• 3) Behavioral explanations and
• 4) Situational Theories.

Know the names of the creators and theories. Pg
277
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Great Man

• Contends that leaders were unusually endowed
  individuals who made history.
• Also believed that leaders were made, not born,
  with infectious optimism, confidence, intellect,
  and the ability to be a good judge of character.

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Traits

• Following traits are believed to be important for
  successful leadership.
• Leader is somewhat more intelligent than the
  average of his followers. But not so much to
  where he is not understood by peers.
• Well-Rounded individual from the standpoint of
  interests and aptitudes. Tends toward interests
  aptitudes and knowledge with respect to a wide
  variety of fields.
• Has an unusual facility with language. Speaks and
  writes simply, persuasively and understandably.
• Leader is mentally and emotionally mature. Has
  come of age mentally and emotionally as well as
  physically.
• Has a powerful inner drive or motivation which
  impels him to strive for accomplishment.
• Leader is fully aware of the importance of
  cooperative effort in getting things done, and
  therefore understands and practices very
  effectively the so-called social skills.
• Leader relies on his administrative skill to a
  greater extent than he does on any technical
  skill which my be associated directly with his
  work.

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Behavioral and Situational

• Behavioral theories try to do the same thing by
  concentrating on what the leader does. This is
  referred to as style of leadership, meaning the
  continuing patterns of behavior as perceived and
  experienced by others that they utilize to
  characterize the leader.
• Situational leadership theories postulate that
  effective leadership is a product of the fit
  between the traits or skills required in a leader
  as determined by the situation in which he or she
  is to exercise leadership.

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Leadership Styles

• Authoritarian makes all decision without
  consulting subordinates and closely controls work
  performance.
• Democratic Leader group oriented and promotes
  the active participation of subordinates in
  planning and executing tasks
• Laissez-Faire hands-off passive approach in
  dealing with subordinates.

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Authoritarian-Democratic-Leadership Continuum

• This theory holds that the successful leader
  could choose to be more or less directive
  depending on certain factors
• Forces in the manager
• Forces in the subordinate
• Forces in the organization

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Laissez-Faire Leader

• Usually do not fulfill the needs of their
  subordinates. They pay little attention to what
  is going on and are directly opposite from the
  autocratic leader.
• They feel insecure in most areas which is why
  they exercise little leadership.
• They will frequently tell their employees to do
  what they think is right.
• But in the end all types of leadership will work
  if conditions are favorable and the situations
  permit a particular approach. The selection of
  the right approach for the right situation is the
  key to skillful leadership.

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Leadership Styles in Bureaucratic Structures

• 1967 Anthony Doren described four types of leader
  behavior in bureaucratic structures 1) Climbers
  2) Conservers 3) Zealots and 4) Advocates
• Climbers Most inventive, strongly motivated to
  specialize with functions done exclusively by
  them. Could potentially turn into conservers.
• Conservers Maintain things that are already
  established. Desire job security, want to become
  attached with job when age increases and chances
  for advancement lessen.
• Zealots Come from 2 sources 1. Narrow interest
  and 2. Missionary-like energy that they focus
  almost solely on their special interest. Rarely
  succeed due to their infatuation with specialized
  duties and lack of interest and ability in
  administration. An exception is when their
  specialized duties are needed and catapult them
  into high office.
• Advocates Promote everything under their
  jurisdiction. Loyal to their organizations,
  advocates favor innovation. Both radical in being
  conservative and being a zealots. Will oppose
  changes strongly, and will also promote their
  ideals more readily than others.

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Managerial Grid

• Refer to Overhead.

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One more overhead

• Refer to leader behavior grid on pg. 284

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Questions?