Sunteți pe pagina 1din 15

LEADERSHIPSROLEINSHAPINGORGANIZATIONALCULTURE: THEKEYTOTHEFUTURE MarshallJones Thesecretweaponofcopshaslongbeentheircreativityinproblemsolving.

Fromthe

erawhenRobertPeellaidthefoundationforthefirstmodernpolicedepartmentinLondon, copshavedrawnfromtheresourcesathand,commonsense,andexperiencetoaccomplish theirmission.Ashumansocietybecomesmoretechnologicallycomplex,copsarerecognizing theneedtomarrythatcreativitywithinnovationtokeeppace. Thecultureofeverylawenforcementagencyestablishestheframework,norms,and

personalityforitselfanditsmembers.Theagencycultureestablishestheenvironmentthat eitherfacilitatesandempowersmembersorconstrainsthembythestructureofitsrules, regulations,andcustoms.Leadersarethestewardsofanagencyscultureandarethecatalyst toorganizationalchangeanddevelopment.Somearguethatanagencyscultureisthesumof itsmembersexperiencesandagencyhistory.Oftenitsmemberscannotrecalltheoriginand purposeofacceptedbehaviors,justthatwevealwaysdoneitthatway.Culturemost commonlyhappensbycircumstanceandwithoutplanning,althoughplanningandintentional attentioncanpayhugedividends. Thepowerofanagencyscultureonitsmemberscannotbeunderstated.Goodorbad,

cultureestablishesanidentityfortheagency.Landmarkpolicecorruptioncases(seeFinnie earlierinthisvolume)andinternationalawardsareequallyrootedinagencyculture.Inatime wherebudgetsaretight,trainingtimeandfundsarelimited,andagenciesstruggletokeep pacewithtechnologyandglobalchanges,learningtounderstandanddeployorganizational culturetoinfluence,facilitategrowth,andaidchangecanpaydividendsforagencies.Itis essentialtounderstandthedynamicsofagencycultureanditspotentialasatoolforchange mindedpoliceleaders.

53

Leadership:TheBottomLine Basicassumptionsaboutleadershipneedtobeestablishedbeforeexploringhow

leadershipcanshapeculture.Theinterplayofleadership,management,followership,and otherorganizationalactorsinaccomplishinggoalsandobjectiveshasbeenintroduced elsewhereinthisvolume.Asbackground,NelsonandQuick(2002)doanexcellentjob synthesizingarelativeconsensusofleadershipstudiesoverthepast60yearsinfivegeneral principles. First,leadersandorganizationsshouldappreciatethediversitygainedfromtheunique

attributesandperceptionsofeachleader.Weeachbringourworldviewbasedlargelyonour collectivelifeexperience;thatcanbeanassetwhentheorganizationhasaculturethatvalues thecritical,andoftenoverlooked,diversityofthoughtandexperience.Inanagewhere diversityismostoftenperceivedasraceorgender,diversityofthoughtandexperienceisa criticalfuelforanagencytodevelopandutilize. Second,thereisnosinglebeststyleofleadership;theremaybeorganizational

preferencesorsituationaloptimismsintermsofstyle.NelsonandQuick(2002)stressthat leadersshouldbechosenwhochallengetheorganizationalculture,whennecessary,without destroyingit.Manypoliceculturesarechallengedbyofficersandothermemberschallenging thestatusquo. Third,successfulleadersdemonstrateaconsiderationforthewellbeingoffollowers

andwelcomeparticipation.NelsonandQuick(2002)arecarefultopointoutthataleader cannotignorethemission,butwellattendedfollowersaremoreeffective.Inresearchthat askedofficersaboutcorebehaviorsoftheirmodelsergeant,manyrespondentsdiscussed thattheidealsergeantsweregenuine(Jones,McChrystal,Kung&Griffith,2002).Eventhe humanfaultsofthemodelsergeants,suchasbeingbrash,wereoverlookedasitwasnatural andwhotheywere.Thissuggeststhatleaderswhoinvestanddemonstrateagenuineconcern fortheirofficerscanbuildidiosyncraticcreditsthatfacilitateapositiveleadermember,astrong dynamicinjobsatisfactionandretention. Fourth,specificsituationsmaycallforvariousleaders,withdifferentialtalentsand

behaviors,toassumetheleadershiprole.ThisisexemplifiedintheNationalIncident

54

ManagementSystem(NIMS)thatoutlinesaglobalframeworkallowingmultiplelocal,state, andfederalagenciestoeffectivelyandefficientlyrespondtonaturaldisastersandemergencies. Thisresponsecallsforthebestleaderforthespecificincidentathandregardlessofrank.This conceptmayrattletheparamilitarysensesofstructureandformalhierarchy,butwithinproper guidelinesandtoaccomplishspecificgoals,itmakesoperationalsense.Thisalsoreinforcesthat allformalleadersoftenfindthemselvesinfollowershipsituations,andthatleadershipcan emergefromthosewhodonotpossessformalrankorauthority. Fifth,goodleadersarelikelytobegoodfollowersdespitethedistinctionsinrole.Nelson

andQuick(2002)contendthatacloserexaminationoftheattributesandbehaviorsofleaders andfollowersmaynotbeasdistinctasoftenthought.Thereisalottobesaidfortheleader whorecognizestheneedtofollowandsupportabiggercause.Thisfollowershipbehaviorcan alsostrengthenthemessageconveyedtohis/hersubordinatesinthevalueandnecessityof followershipbehaviorsandstronglydemonstratesdesiredbehavior.Eventhesefive generalizedleadershipprinciplesdemonstratethatanagencysorganizationalcultureiscritical intheemergenceofthesebehaviors.Healthyorganizationsutilizeindividualswithleadership andfollowershipabilitiesaschangeagentsforevolutionandgrowth. ActiveandConstantAttentiontoOrganizationalCulture Lawenforcementispossiblythebestexampleofavastdisconnectbetweenacademics

andpractitionersinworkplaceresearch.Thevolumeofcriticalincidents,oftenusedinstudies oflawenforcement,isbyfarthehighestforthedailyfirstrespondersinoursociety. Researchersattemptingtodomoreappliedinquiryinlawenforcementfacetheclassic,ifnot universal,closednatureofpoliceagencycultures.Copsaresensitivetothearmchair quarterbackingofthemediawhentheirtimeisaluxurynotsharedintheimmediacyofthe crisiscall.Gettinganagencyanditsmemberstoopenlytrustlongitudinalreviewandcritique forresearchersisarealchallenge. Lawenforcementisoftenblindtotheutilityinorganizationalresearchfromother

professionsanddisciplines.Cultureisagreatexampleofanareathatlawenforcement practitionersandresearchersalikecouldbuildonexistingresearchandliterature.Evenwiththe

55

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

extremelyimportantinshapingexpectationsandoutcomes.Thisoftenoccurswithout announcementordocumentationandcanvaryfromsupervisortosupervisor.Theimplications forexistingsupervisors,andfordevelopingfutureleaders,aretremendousbutoftenhappen withoutdesignorthought.Agenciesthatencourageandsanctionappropriaterisktakingand usethehonestmistakesmadebymembersaslearningopportunitiescancreateanatmosphere ofinnovationandopennesstochange.Ontheotherhand,agenciesthatfocusonrigid procedures,reports,andstrictaccountabilityformistakescanlosefocusonqualitypolicingand loseoutonvaluabledevelopmentopportunities.

56

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

Smithisimmediatelybeingtransferredtotheothersquadontheshift,aquietandlessactive zone.OfficerSmithsnewsupervisor,SergeantLittle,isa25yearveteranofthedepartment andasticklerfordocumentation.WeekspassandOfficerSmithfindshisroutineoftraffic accidents,domesticdisputes,andburglariesanunpleasanttask.Hefocusesonhisreportsbut heisdiscouraged.Aritualhasbegunwhereeverymorningaboutanhourbeforeshiftends, SergeantLittlecallsOfficerSmithtohisofficetoreviewtheredmarksonthereports.The

57

latestdayincludedamemofromthepatrolcommanderthatOfficerSmithsprobationwas beingextendedbasedonadeficiencyinreportwriting.ThescenariocouldendwithOfficer Smithresigningandgoingtoanotheragency;ultimatelyfailingtomeetprobation;findinga mentorfollowedbyaresolution;or,approachingahostofotheroutcomes.Thisscenariohas playedouttimeandagaininmanyagencies. SergeantJonespaidattentiontotheperformanceonthestreetwhileSergeantLittle focusedonreportwriting.Thewatchcommanderfacilitatedkickbackreportsandreactedto thecommandersreactiontothestatistics.Butcouldmorehavebeendone?Shouldmore havebeendone?WasOfficerSmithswritingdeficiencyidentifiedpriortobeinghired?Was remedialtrainingeveravailableoroffered? Anyonethathasbeeninpolicingrealizesthatifanincidentisnotdocumentedproperly

itdidnothappen.Qualitativeinformationfrompoliceexecutivessince2000shareacommon themethatnewofficersarebettereducatedbutlessliterate.Thisissuecaneasilycreatea situationwheretheactualeffectivenessofpolicingcanbediminishedwiththelackof efficiencyand/orproficiencyofdocumentingtheevents.Oncethefocusisonthepaperwork andnotnecessarilythetaskthenthemessagecanbeverydishearteningtothecurrent generationofyounglawenforcementofficers. Supervisorswhoinvestinofficerstoassistweakperformersinbetterarticulationof

eventscannotonlyhelpthemwithreportwritingbutalsoincriticalthinkingskills,suchasthe behaviorofanindividualthatmaycreateareasonablesuspicion.Thefailuretoproperly articulateanddocumentactivityseemssimpleenough,butitcanevolveintocaselaw,policy review,orultimatelyoneofthosecommandedictsthatothermembersrefertoastheOfficer Xrulewhenitiseasiertotossablanketovereveryonethantoworkonthebehavioror deficiencyofanindividual.Unfortunately,itisoftenthepathofleastresistancetotransfera problememployee,orinOfficerSmithscase,anemployeewithawritingproblem,ratherthan facilitatethenecessarystepswiththeofficerandsupervisorresponsible.Perhapsthefield trainingsystemshouldhaveconductedremedialtraining,butSergeantJonesshouldhave attendedtoOfficerSmithsdeficitstofurtherfacilitatethesquadsproactiveandeffective performance.Ahostofpotentialsolutionscouldhavebeenemployed.

58

Obviouslysendingsomeonetotrainingistheeasywayout,butreportwritingcourses

areinfrequentandmaynotbelogisticallypossible.Butintersquadmentoring,peerreview,or oneononeworkwithSergeantJonesareamongthesquadleveloptions.Anagencyculture wherethepatrolcommanderand/orwatchcommanderusesthisasalessonforSergeantJones wouldhavebeenpreferred.Thediagnosisandpossiblesolutionsarelimitedonlybyinnovation andcreativity,butthescenariounfortunatelyreflectsrealitytoooften.Inthiscasethefailure ofleadershipwasmultilevel. HowLeadersReactinCrisis Officersandsupervisorsalikepaycloseattentiontohowleadersreacttocrisis.Fromthe

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.

59

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

theschoolstaffassignedtotheshelter.Theloungewasinthecenterofthebuildingwithno windowsandseveralcouches.Oncethere,Whiteassignedanofficerandaschool representativetoevery8to10residentsandformedgroups.Eachgrouphadanassignment fromfoodtosanitation.SergeantWhiteandtheassistantprincipalwentbackdownstairsand placedanoteonthedoorthattheywereshelteredinthesecondfloorloungeandthey unlockedthedoor.Thestormsurgewasabout5feetandrising. Thenightwasbusy.Thegroupattendedtoeverythingfromoverflowingtoiletsto

missingroofs.Communicationswereestablishedwiththedepartmentviaalandline,butthis

60

linkwaseventuallylost.Thenextmorningsdaylightrevealedthatthedamageofthestorm surgewasmoredevastatingthanthewind.Thewaterlinewas8feetupthe1stfloorwall.The carsfromtheparkinglotwerepartiallysubmergedinthecanalbetweentheschoolandthe soccerfield.Althoughuncomfortable,thepeopleledtosafetybySergeantWhitewere unharmed. Agenciesaroundthecountryprepareforsuchdisastersandevents.Lessonslearned

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

timeswhenpeoplearewatchingbutitismoreglobal.Membersarealwayswatchingeven iftheireyesarenotpresent.Howdotheleadersdealwithsicktimeandovertime?Doesthe patrolsergeantorcommanderoftenshowuponsceneoraretheyalwaysatthestationor somewhereelseandnonresponsive.Cantheytelldispatchthelocationofanofficerwhen theycannotberaisedontheradio.Basically,aretheypayingattention?

61

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

practice;theagencyneededtoeitherrewritethepolicytobelessrestrictive(reflectingactual behaviorofofficers)orenforcetheexistingpolicysothateveryonewouldbegintocomply. CaptainColemansinfluenceongratuities,althoughlimitedtoonlypartoftheagency,cameto anabruptstopwhenitwasrevealedthathewenttotheannualpolicechiefconferenceand acceptedfreegolfandmealsfromvendersattheevent.Wordspreadlikewildfireand behaviorchangedintheagencyintheblinkofaneye.Everydayoftheyear,attheendof everycopsmeal,copssimplypaythebill.Thebillisoftenironicallyabouthalfthemenuprice andaverygeneroustipiscustomarilylefttotheserverswhodayafterdaytakecareofthe

62

culinaryneedsofcopseverywhere.CaptainColemansagency,despitehisattemptstogain internalandexternalcompliance,isnotexceptional.Ratherthanhavinganinfluentialmember servingastherolemodelforethicalbehavior,thestoryshiftedtothehypocriticalstandards theysendthatallstartedwithafreeroundofgolf. HowLeadersAllocateRewards Howleadersallocaterewardsmayappearatfirstglanceasminimalgiventhatthe

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

awardorcommendationinyears,yetheknewtherewasqualitypoliceworkbeingdonebythe unitspersonnel.Thesameveteransergeantpointedoutthatoverhalfoftheinvestigations unithadovertenyearsexperienceintheunitandmanyhadgrowncomplacent.Theagency justwouldnotrotatepeopleout.Thenewandenergeticinvestigatorsarestuckonproperty

63

crimes.Healsopointedoutthattheyenjoyedarelativelyquietcommunitywithlowviolent crimesthatareusuallysolvedquickly.Hisargumentsfellondeafears. ThreemonthspassedandtheLieutenanthadnotseenanyawardnominationscome

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

64

qualifiedapplicants.TheChiefhasaskedoneofhiscommanderstowritethetestandtolook forleaders.Herecentlyreadaleadershipbookfocusedonputtingpeoplewheretheirstrengths areandwantedthataspartofthetest.Healsowantedquestionsfromtheirpolicymanualand unioncontract.Thesourceswereannouncedtotheagency. Afewweekslaterthetestwasscored.Someofficersscoredwheretheywereexpected

whilesomeexcellentofficersdidpoorlyandsomemediocreperformingofficersdidverywell. Inanagencyof50officers,everyoneknowseachotherandtheirworkbehaviors.TheChief consultedhiscommandersandtheychooseonefromthetopfivecandidatesascalledforin thelaborcontract.Thetoptwoscoringcandidateswereseniorofficersandconsideredbymost asmalcontents;athirdofficerwasbarelyeligibletotaketheexam.Theremainingtwo candidatesweregoodofficersandverycapable;oneofthesewereselectedforthepromotion. Withinafewdaysthetwomalcontentofficersfiledagrievancewantingtoknowwhytheywere passedover.Mostoftheagencyquestionedthetestitselfwhenthebestofficersdidnotpass itandthemalcontentswerethetoptwo.Thegrievancewasdismissedasthecontractclearly gavetheChieftheabilitytoselectfromthetopfive. Aweeklateragrievancewasfiledonbehalfofseveralmembersclaimingthetestwas

notvalidtothejob.Thechallengepointedtothesourcematerialsneedingtobeanchoredtoa validjobanalysisofapolicesupervisorandthatthetext,dubbedbookofthemonthwas certainlynotrelevant.Theyalsotookissuewiththenumberofpolicyquestionsthatwere askedandwhenchallenged,revealedconflictingpolicyorpractice.Monthspassedbeforethe matterwassettled.Toavoidfutureproblems,thecityhadtohireaconsultant,atappreciable expense,towriteavalidatedexambasedonthejobtasksofapolicesupervisorandderived fromthewrittendirectivesnecessarytothejob. ChiefPauleylearnedavaluablelessoninmanagingperceptionsoffairnessandthe

importanceofcultureinpromotionalprocesses,regardlessofwhogetsselected.Hisprevious agencyhadannualpromotionalopportunitiesandtheagencyspsychometricstaffconducted standardizedtestingfortheentireagency.Hiscurrentagencydidnothavetheresourcesand technicalproficiencytoprepareadefensibleprocess,thustheoutcomesinsuredacontroversy. Criticalorganizationalevents,suchaspromotionalprocesses,cangeneratesignificantinternal

65

turmoil.Properprocessesarebuiltonthejobtaskanalysisandjobdescriptionofpatrol supervisors,andarebasedonthewrittendirectivesystemsofanagency.Testingprocesses basedontheleadershipbookofthemonthareneithervalidnorreliable.Scenariobased assessment(writtenandexercisebased)offersgreatopportunitiesforcandidatesto demonstratetheirabilities.Usingsupervisorsfromoutsideagenciesforassessmentpanels withreliableprocesseswilldemonstrateafairandconsistentprocess. ConclusionandtheFuture Eachofthescenariospresentedheredemonstrateasnapshotofeventssomeagencies

encounterandeachhasculturalramificationswellbeyondthelifeoftheevent.Itcanbe challengingtoanticipatethemultiplepotentialpitfallswhenmakingdecisions.Itcanbe helpful,however,toexamineeventsintermsofhowfrequenttheyoccurandhowimportant and/orcriticaltheyaretothepeopleinthecommunityandtheagency.Whenthefrequencyis low,theeventisnotaroutineoccurrence,andtheimportanceishigh(hurricaneorpromotion asanexample),thentaketimetothinkoutmultiplescenarios;considerhowseeminglysimple decisionsmaysendamessageandimpacttheagencyculture. Itisalsoimportantthatsupervisorsmakeconcertedeffortstowalkthewalkwhen

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

66

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.

67

S-ar putea să vă placă și