Documente Academic
Documente Profesional
Documente Cultură
Fromthe
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Leadership:TheBottomLine Basicassumptionsaboutleadershipneedtobeestablishedbeforeexploringhow
behaviors,toassumetheleadershiprole.ThisisexemplifiedintheNationalIncident
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andQuick(2002)contendthatacloserexaminationoftheattributesandbehaviorsofleaders andfollowersmaynotbeasdistinctasoftenthought.Thereisalottobesaidfortheleader whorecognizestheneedtofollowandsupportabiggercause.Thisfollowershipbehaviorcan alsostrengthenthemessageconveyedtohis/hersubordinatesinthevalueandnecessityof followershipbehaviorsandstronglydemonstratesdesiredbehavior.Eventhesefive generalizedleadershipprinciplesdemonstratethatanagencysorganizationalcultureiscritical intheemergenceofthesebehaviors.Healthyorganizationsutilizeindividualswithleadership andfollowershipabilitiesaschangeagentsforevolutionandgrowth. ActiveandConstantAttentiontoOrganizationalCulture Lawenforcementispossiblythebestexampleofavastdisconnectbetweenacademics
professionsanddisciplines.Cultureisagreatexampleofanareathatlawenforcement practitionersandresearchersalikecouldbuildonexistingresearchandliterature.Evenwiththe
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environmentaldifferencesofvariousdomains,culturaldynamicsarebasictoallorganizations regardlesstheirmission.Effortstoshapeandintentionallytapintothepoweroforganizational cultureareakintolookingatpeoplewhowanttoloseweight.Diets,andorganizationalchange, oftenfailbecauseofafocusonimmediatesuccessandatendencytowardquickreversionto oldbehaviors.Lastingchangerequiresalongtermapproachandgradual,butpermanent, changesinbehavior.Ittakesdisciplineandattentiontothedetails. Schein(2004)discussesfivewaysthatleadersreinforceorganizationalculture: 1.Whatleaderspayattentionto. 2.Howleadersreacttocrisis. 3.Howleadersbehave. 4.Howleadersallocaterewards. 5.Howleadershireandfireindividuals. Thesewillbediscussedandexaminedwithrespecttotheimpactandpotentialdividendsfor lawenforcementagencies.Scenarioswillbeusedtomakeonecaseinpointforeachconcept. Whilethesescenariosmayhaveplayedoutinrealityformanyagencies,thenamesand contextsofthesituationsarepurelyfictitiousandanyassociationwitharealpersonor organizationiscoincidence. WhatLeadersPayAttentionTo Theissues,ideas,problems,andopportunitiestowhichleaderspayattentionare
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CaseinPoint:OfficerSmith A27yearoldmaleprobationarypoliceofficer,OfficerSmithworksthemidnightshiftin anagencyof140officers.Heperformsverywellunderstressanddisplayscommonsenseand lifeexperience.Inthisage,wheremostcandidatesarebarelyoutoftheirteens,OfficerSmithis acommodityintermsofnewofficers.Hisbiggestdeficitinfieldtrainingwasreportwriting.He demonstratedconsistentlythathecouldperformthejob,buthisreportswereweakatbest. Othertraineesfailingtomeetstandardsinperceptionandjudgmentweresubsequently terminated,soOfficerSmithsreportwritingwasnotsuchacriticalissue. OfficerSmithspatrolsupervisor,SergeantJones,isyoungandenergeticandlikestobe inthefieldwiththeofficers.Smithssquadworksthemostactivepartofthecityandithas beendoinganexemplaryjobbalancingcommunitypolicingwithproactivepolicing,especially concerningdrugarrests.Smithroutinelyshowsuponcallsandservesasbackupwhencalls areholding.WitnessingthegoodandconsistentperformanceofOfficerSmith,SergeantJones usuallyglancesathisreports,aswithmostshiftmembers,andendorsesthemalongtorecords. EveryeveningpriortorollcallthewatchcommanderwouldreturnOfficerSmithsreportsto SergeantJonesandaskSergeantJoneswhythiscontinuestooccur.SergeantJonesmostoften tellsOfficerSmithhowtocorrectthereportsoSmithcanmakethechangesandgetoutofthe stationasquicklyaspossible.ThesquadenjoyshittingthestreetsandOfficerSmithhasfitright intothatgroupphilosophy.TheproblemisSergeantJonesisnotpayingattentiontothedetail ofthereports.ItisnotlonguntilOfficerSmithscasesarenotbeingprosecutedbythestate attorneysofficeandsomeoneincommandstaffnoticesthestatline.Changehappensfastwith downwardmomentum. BothSergeantJonesandOfficerSmitharesurprisedtolearnatrollcallthatOfficer
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latestdayincludedamemofromthepatrolcommanderthatOfficerSmithsprobationwas beingextendedbasedonadeficiencyinreportwriting.ThescenariocouldendwithOfficer Smithresigningandgoingtoanotheragency;ultimatelyfailingtomeetprobation;findinga mentorfollowedbyaresolution;or,approachingahostofotheroutcomes.Thisscenariohas playedouttimeandagaininmanyagencies. SergeantJonespaidattentiontotheperformanceonthestreetwhileSergeantLittle focusedonreportwriting.Thewatchcommanderfacilitatedkickbackreportsandreactedto thecommandersreactiontothestatistics.Butcouldmorehavebeendone?Shouldmore havebeendone?WasOfficerSmithswritingdeficiencyidentifiedpriortobeinghired?Was remedialtrainingeveravailableoroffered? Anyonethathasbeeninpolicingrealizesthatifanincidentisnotdocumentedproperly
eventscannotonlyhelpthemwithreportwritingbutalsoincriticalthinkingskills,suchasthe behaviorofanindividualthatmaycreateareasonablesuspicion.Thefailuretoproperly articulateanddocumentactivityseemssimpleenough,butitcanevolveintocaselaw,policy review,orultimatelyoneofthosecommandedictsthatothermembersrefertoastheOfficer Xrulewhenitiseasiertotossablanketovereveryonethantoworkonthebehavioror deficiencyofanindividual.Unfortunately,itisoftenthepathofleastresistancetotransfera problememployee,orinOfficerSmithscase,anemployeewithawritingproblem,ratherthan facilitatethenecessarystepswiththeofficerandsupervisorresponsible.Perhapsthefield trainingsystemshouldhaveconductedremedialtraining,butSergeantJonesshouldhave attendedtoOfficerSmithsdeficitstofurtherfacilitatethesquadsproactiveandeffective performance.Ahostofpotentialsolutionscouldhavebeenemployed.
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Obviouslysendingsomeonetotrainingistheeasywayout,butreportwritingcourses
ChieforSheriffdown,otherswatchandmayverywellshapetheiracceptablenormonthe behaviormodeled.Theageoldwhatifscenariodiscussionscanbeveryhelpfultothosein positionsofleadershiptopreparemodelsofresponsestoincidents.Thepowerofstorytellingis alsowidelyrecognizedasvaluableinbothculturaldevelopmentandtrainingandcanserveas commonreferencepointsforfuturebehaviors.Training,particularlyscenariotrainingcannot beoverlookedbutthetimeandcostcanbeprohibitive. CaseinPoint:SergeantWhite TheSunshineCityPDinsouthFloridaisa70officerdepartmentformedayearagoand iscomprisedofexperiencedofficerfromalloverthecountry.SergeantWhitehadbeena supervisorwithasheriffsdepartmentinKentuckypriortotakingthejobinFlorida.Hehas abouttwoyearsexperienceasasupervisorandeightyearsinlawenforcement.Hurricane Johnnahasbeentracedasalevel4stormheadedtowardsouthFloridawithanexpected landfallabout50milesnorthofSunshineCity.Twodayspriortolandfallthedepartment suggestsofficersgettheirfamiliesevacuated.Theagencymadearrangementswithanorth Georgiapolicedepartmenttoshelterpolicefamiliesiftheydidnothavecloseroptions.The departmentlearnedfromHurricaneAndrewthatcopsthatdidnotneedtoworryabouttheir familieswerefarmoreeffectiveandfocused,sotheagencyworkedhardtotendtothe families.
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ThehurricaneplanforSunshineCitywasforhalfofthedepartmenttoheadnorthafew
hundredmilesandforhalfoftheofficerstosheltereitheratthestationoratoneofthelocal schoolsduringthestorm.Eighthourspriortothestormmakinglandfall,SergeantWhiteandhis squadoffiverelativelynewofficerswereassignedtoshelteratthehighschool.Oncethestorm passed,theyweretoreporttothestationforassignments.Thefirstfewhourspassedquietly. AroundmidnightHurricaneJohnnakickedupunexpectedlyhighstormsurge.Thelastreport fromthestationwasthatJohnnawouldmakelandfallrightatopSunshineCityasastronglevel 4hurricane.Power,cellphones,andradiocommunicationswerelost.Nearlyallofthecity populationevacuatedexceptcriticalpersonnelandsomestubbornorhomeboundresidents. SergeantWhiteshighschoolhousedtheassignedpolicepersonnel,ahandfulofschoolstaff andmembersofothercriticalgovernmentservices,andabout40residentswhosoughtshelter justbeforethestormhit.Allthepeople,includinghisofficers,weregettinganxious. OfficerGreenasked,Sarge,soisthiswhywesenthalfthedepartmenttoJacksonville? SergeantWhiteresponded,WellGreen,relax,wehavelearnedthathavingfreshandrested reliefisimportant.Heck,acleancarloadedwithfoodanddrinkswillbenicetoo.Dontworry, thisplacehasthreefloorsandasolidroof.Ataboutthattimethestormsurgebeganbanging thefrontdoorsofthehighschoolbuilding.Theresidentswerepanickedandlookedtothe policeforanswersandaction.AlleyesfelltoSergeantWhite.Themomentoftruthhad arrived.SergeantWhitehadplayedthisworstcasescenariooutinhisheadfordays.Hehada plan.Ok,folks,calmdown,grabyourstuffandfollowme. Heledthemupthestairstothesecondfloorfacultyloungethathadbeenreservedfor
missingroofs.Communicationswereestablishedwiththedepartmentviaalandline,butthis
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fromHurricaneAndrew,HurricaneKatrina,andthemultitudeofothernaturalandinduced disastersdemonstrateshowpreparednessiskey.Flexibilityiscriticalandtheunpredictable natureofthephenomenonremindsusallhowinsignificantweare.SergeantWhitealso exemplifiedhowcriticalleadership,andfollowership,isateveryrankandhowanyoneinthe agencymaybeinaveryimportantanddemandingposition.Howcanagenciespreparetheir membersforsuchcriticaltasks?Aculturewhereofficersareaffordedtheopportunityto performvarioustasksandgivenleadershipopportunitiescanbecritical.Aculturethat recognizesofficersneedtobefreefromtheworryoftheimmediateneedsoftheirfamilies duringcrisisiscriticaltodealingwiththeissueathand,inthisscenarioastronghurricane.The scenariocouldhaveplayedoutinamultitudeofways,buteachmemberofSergeantWhites squadwillrememberhowhehandledthatsituationfortherestoftheirlivesandhelped establishthenewdepartmentsidentityandhistory. HowLeadersBehave Howleadersbehaveisalsocloselywatched.Thisisobviousduringrollcallandother
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CaseinPoint:CaptainColeman CaptainColemanwastheoperationscommanderofasmallMidwestpolicedepartment. TheofficersandstaffoftheagencylookeduptoandrespectedCaptainColeman,evenifhe wasperceivedtogotoextremesattimes.Hehadoneextremeandaresultingannual pilgrimageeachyeararoundtown.Hewenttoeveryrestaurantandconveniencestoreto personallyaskshopownersnottoprovidefreedrinksorreducedpricedmealstoofficers. Somewouldverballyagree.Somechainstoresandrestaurantmanagerswouldexplainthatitis nationalcompanystorepolicyforuniformedpublicservants.Otherswouldtellhimthatitwas theirbusinessandnotatopicforhisconcern. Onmorethanoneoccasion,thedebatebetweenCaptainColemanandBigAlfromAls
Dinerwasoverheardandsubsequentlybecamebreakfasttablelegendamongcopsforyears. Thepilgrimagewasalwaysfollowedupwiththeannualthoushallnotaddressthat accompaniedtheannualtrainingonethics,criticalincidentmanagement,harassment,and communicablediseasesasmandatedbythestate.Theissuealwayscamedowntotheline betweengratuityandgraft.Thedebatecontinued,asitdoesinmosteverylawenforcement agencyeverywhere.Afairnumberoftheofficerswouldsubsequentlyfrequentestablishments thatwerenotrenownedfortheirabilitytocountandavoidthesituationofanobvious gratuitysituation.Manyofficerswouldtaketheirownmugintothelocalconveniencestore andgotothecountertopay,oratleastattempttopay,forthecoffeetokeepwiththe Captainsorder. Manysupervisorspointedoutovertheyearsthatthepolicywasnotalignedwithactual
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majorityoflawenforcementagenciescannotgivefinancialrewards.Butthecultural significanceoftraditionalrewardsistoooftenlost.Properlyutilizedandrewardedwithproper standardsandcare,ribbonsandrecognitionarepowerfulculturalcurrency. CaseinPoint:LieutenantFarmer AstheCommanderoftheInvestigationsDivisionofamidsizedagency,Lieutenant Farmersupervisesthreesergeants,eachwithsixdetectivesoragents.Healsohasacivilian supportstaffsupervisorwithninestaffmembersthathandleevidence,crimescenes,andcrime analysis.LieutenantFarmerwantstobepromotedtoCaptainandheisontopofeverything. Afterlastyearsannualawardsceremony,henoticedthattheannualawardswenttopatrol officersandmostofthedistinguishcommandlevelcommendationswerealsofrompatrol.He wasadmittedlyembarrassedthatthelobbygreeterwonthecivilianoftheyearaward.Atthe nextInvestigationsstaffmeetingheissuedadirectivethateverymontheachsupervisorwould nominatesomeonefromtheirsquadforadepartmentaward.Thesupervisorslookedatone anotherinastonishmentandoneveteransergeantfinallysaid,Lieutenant,youcannotdo rewardsbyquota. Thelieutenantquicklypointedoutthatamemberoftheirunithadnotwonamajor
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acrosshisdesk.Theyweremakingastatement,hethought.Thenextweektwoofthe sergeantswerereassignedtopatrolandtwojuniorsergeantswereassignedtoinvestigations. Soon,nominationswereflowinginasrequested.Unfortunately,allittakesisonesupervisorto oversubmitmembersforawardsonshakyorembellishedcriteriatonegateeventhehighestof honorsinanagency.Usingrewards(particularlyribbons)toreinforceofficerstodowhatthey aresupposetocanbenotonlydamagingtotherewardsystem,butcanminimizethebasic expectationsofbehavior.Meritoriousserviceshouldbebasedonaneventworthsharingthe storyratherthanforanofficerwhofinallyhasmadeittorollcallontimeforthepastquarter. Lawenforcementoftenmissesthebasiclessonsofbehavior.Peoplebehavedependingonhow theyarerewarded.Perhapsthemostcommonrewardforcopsistheirsenseofdoingagood jobbywayofrecognitionandpraisefromtheirsupervisors. HowLeadersHire(Promote)andFire Howleadershireandfireindividualsmaybebetterstatedasselectandtransferin
thecontextofpolicing.Promotionsandspecialunitselectionsarelargelyoverlookedinterms oforganizationalimpactandthemessagesbeingsent.Agencieswheresomeonehastoretire ordieforapromotionorspecialunitassignment(suchasdetectives)iscommonplaceinmany agenciesintheUS.Thecompetitionisfierceinmanyagencies.Theprocessandsenseof fairnesscanbeneutralizedwithoutproperprocessesthatareclearlystatedwellinadvanceof thepromotionorassignment. CaseinPoint:TheLeadershipBookoftheMonth ChiefPauleyisthenewlyhiredpolicechiefatasmallagencyof50officers.Heretiredas aCaptainfromthestatepoliceandalwayswantedtobeachief.Ithasbeenfiveyearssincea sergeantsslothasbeenavailable.Nearlyeveryofficerintheagencyiseligibletocompetefor thepromotionandmanyhaveobtaineddegrees.Theagencyisfortunatethatthereareseveral
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whilesomeexcellentofficersdidpoorlyandsomemediocreperformingofficersdidverywell. Inanagencyof50officers,everyoneknowseachotherandtheirworkbehaviors.TheChief consultedhiscommandersandtheychooseonefromthetopfivecandidatesascalledforin thelaborcontract.Thetoptwoscoringcandidateswereseniorofficersandconsideredbymost asmalcontents;athirdofficerwasbarelyeligibletotaketheexam.Theremainingtwo candidatesweregoodofficersandverycapable;oneofthesewereselectedforthepromotion. Withinafewdaysthetwomalcontentofficersfiledagrievancewantingtoknowwhytheywere passedover.Mostoftheagencyquestionedthetestitselfwhenthebestofficersdidnotpass itandthemalcontentswerethetoptwo.Thegrievancewasdismissedasthecontractclearly gavetheChieftheabilitytoselectfromthetopfive. Aweeklateragrievancewasfiledonbehalfofseveralmembersclaimingthetestwas
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talkingthetalkofethicsandacceptablebehavior.Everyoneintheagencyiswatching whethertheireyesarepresentornotandeveniftheyareunawaretheyarewatching.The messagesconveyedarepowerful.Rewardthebehaviorsthatarewanted.Doestheagency recognizeinitiativeandcreativityorstifleitwithpaperwork.Doallthesupervisorshavea commonframeofreferencethattheagencyuniversallyrecognizesanddesirestoinsureall membersarebeingevaluatedequallyandhaveveryclearexpectations?Establishing performancestandardscanbechallengingbutitisverynecessary.Yes,mostsupervisors recognizegoodpoliceworkwhentheyseeit,butcantheyarticulatethebehaviorsthat comprisegoodspolicework?Ifnot,howcantheymentornewofficersorsupervisorsinwhat goodpoliceworkis? Developinganorganizationalculturetofacilitateleaderandfolloweremergenceand developmentiscriticaltomaintainingagencyeffectiveness.Smircich(1983)discusses
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organizationalcultureandcontendsitservesfourimportantfunctionsbyprovidingasenseof identitytomembers,facilitatingasensemakingframeworkfororganizationalbehaviors, reinforcingorganizationalvalues,andservingasamechanismforshapingbehavior.Law enforcementhasahistoricallaginkeepingpacewithtechnology.Inthepast,theselagswere notascriticalandwereovercomebysolidpolicework.Asthedegreeandfrequencyof technologicalchangetakesplace,lawenforcementmustliveandadapttochanging environmentsfaster.Anagencyculturethatfacilitateschangeandembracesnewideasand technologyisnotjustagoodidea,butalsoanecessitytokeeppacewithtechnology,torecruit qualifiedcandidates,andtomanagefiscalconstraints. References Jones,M.A.,McChrystal,E.,Kung,M.&Griffith,R.L.(2002).Floridalawenforcementrecruiting andretentionseries:Leadershipandorganizationalsupport:Keystoretention.The FloridaPoliceChief,28(9). Nelson,D.L.,&Quick,J.C.(2002).Understandingorganizationalbehavior:Amultimedia approach.Mason,OH:SouthWestern. Schein,E.(2004).Organizationalcultureandleadership(3rded.).SanFrancisco:JosseyBass. Smircich,L.(1983).Conceptsofcultureandorganizationalanalysis.AdministrativeScience Quarterly,28,339358.
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