LAW ENFORCEMENT AND PUBLIC SAFETY LEADERSHIP: ORGANIZATIONAL LEADERSHIP CHALLENGE PROJECT

Transcription

1 LAW ENFORCEMENT AND PUBLIC SAFETY LEADERSHIP: ORGANIZATIONAL LEADERSHIP CHALLENGE PROJECT PRESENTED BY DANIEL TEMPLETON University of San Diego Professor Matthew O Deane 3/12/18

2 LEADERSHIP CHALLENGE Improving strained relationships between sworn and non-sworn employees

3 MODELS, THEORIES AND FRAMEWORK Path-Goal Theory Emotional Intelligence Organizational Culture Proactive Personality Transformational Leadership Attribution Theory

4 ELK GROVE POLICE DEPARTMENT Non-sworn employees felt: Undervalued Unappreciated Lacked effective leadership Added to poor relationships with sworn personnel

5 COMMUNITY SERVICE OFFICER ANALYSIS CSO s morale appears to be lower CSO s handle the less glamorous side of police work Cold crime reports Traffic collisions Missing Persons Abandoned Vehicles

6 NON-SWORN= FORCE MULTIPLIER Law enforcement grapples with: Constrained budgets Not enough personnel Larger or growing community Elk Grove s Population (US Census Bureau, 2018) 2000: 81, : 171,000 Hiring of non-sworn employees can be a force multiplier

7 PATH- GOAL THEORY Path- goal theory: Leader s role is to clear the paths that subordinates use to accomplish goals (Nahavandi, 2015) Leader can: Work to remove the barrier of negative feelings Establish culture of appreciation and mutual respect Improve employee satisfaction to achieve a higher level of work performance The Path-Goal Theory s use of employee satisfaction as a criterion for leadership effectiveness and broadens our view of leadership (Nahavandi, 2015).

8 EMOTIONAL INTELLIGENCE Emotional intelligence is the ability to understand and manage your own emotions and those of the people around you (Nahavandi, 2015). Emotional intelligence consists of five components: self-awareness, selfregulation, self-motivation, empathy for others and interpersonal and social skills (Nahavandi, 2015). Manage emotions without denying or suppressing them and be able to read others emotions accurately by putting yourself in their place (Nahavandi, 2015) With interpersonal and social skills- leader better suited to build and maintain positive relationships (Nahavandi, 2015).

9 NON-SWORN EMPLOYEES Non-sworn need praise, direction, support, coaching, feedback, daily contact and, when necessary, discipline (Albrect, 2012) Cops may brush past the non-sworn in the office or the field since they are the real crime fighters. This treatment is selfish and wrong (Ablrecht, 2012). Leader needs to address this behavior immediately Utilize proactive personality

10 PROACTIVE PERSONALITY Proactive Personality- takes the initiative and confronts problems (Nahavandi, 2015) Remind sworn officers about the great work non-sworn do Thank the non-sworn for their work Formally recognize outstanding work by non-sworn Being proactive helps leaders identify opportunities, encourage followers and be motivated to achieve goals (Nahavandi, 2015)

11 TRANSFORMATIONAL LEADERSHIP Transformational leadership has been called the most popular theory of leadership (St. Petersburg Christian University, 2013) Strives to inspire and transform employees to improve performance Leaders display behaviors: Walk the talk In touch with followers Prepare followers to become leaders

12 TRANSFORMATIONAL LEADERSHIP Leaders are most effective when they: Broaden and elevate interests of employees Generate awareness and acceptance of purpose and mission Stir employees to look beyond own- self interest (Bass, 1990).

13 ATTRIBUTION THEORY Fundamental attribution error is: Tendency to explain someone s behavior based on internal factors, such as personality or disposition Underestimate the influence that external factors, such as situational influences, have on another person s behavior (Nahavandi, 2015)

14 ATTRIBUTION THEORY IN ACTION Leadership challenge scenario: Non-sworn employee may come across a sworn officer who is in a bad mood The non-sworn may think the sworn employee s behavior is based on their character, and blame them for their poor attitude In fact, the officer may have just left a horrific crime scene or dealt with highly difficult people on stressful call

15 ATTRIBUTION THEORY APPLICATION Key takeaways from attribution theory: Non-sworn to gain a better understanding of some of the challenges an officer faces during their duties Sworn officers to be aware of how external influences from their job may affect their behavior with others Recommendation: Non-sworn to occasionally ride along with sworn officers

16 BUILDING ORGANIZATIONAL CULTURE Look at the organization as a whole and from a distance Note the broader dynamics that impact relationships Leader to play a role in enabling a culture of collaboration Connecting to engage and build trust (Lines and Scholes- Rhodes, 2013) Establish a health organizational culture for how we interact with co-workers

17 ORGANIZATIONAL CULTURE Culture is one of the six strategic forces of strategic leadership (Nahavandi, 2015) Leader s willingness To look internally Confront their self-serving bias Show employees they are not afraid of introspection Helps employees confront their own self-serving biases Creates a healthy organizational culture

18 CONCLUSION By utilizing these theories, models and framework, today s law enforcement leader can: Improve co-worker relationships Overall organizational effectiveness Go to work and stay safe!

19 REFERENCES Albrecht, S. (2012) Managing your non-sworn staff. Hendon Publishing. Retrieved from: Alanis Business Academy (2014) Episode 162: The Path-Goal Theory of Leadership. [Video file] Retrieved from: Bass, B. (1990) From Transactional to Transformational Leadership: Learning to Share the Vision. Elk Grove Police Department (2017) Annual Report. Retrieved from: Lines, H. and Scholes-Rhodes, J. (2013) Touchpoint Leadership: Creating Collaborative Energy across Teams and Organizations. 1 st edition. Kogan Page. Nahavandi, A. (2015). The Art and Science of Leadership. Harlow, Essex, England: Pearson Education Limited. Simmons, B. (2009, November 30) Attribution advice on handling problems [Video File]. Retrieved from: Simmons, B. (2009, November 23) Attribution errors and biases [Video file]. Retrieved from: St. Petersburg Christian University (2013) Ronald Riggio: Transformational Leadership. Retrieved from: Unites States Census Bureau (2018) Elk Grove City, CA Quick Facts. Retrieved from: