Different Leadership Styles Of Public Safety Agencies

After reviewing the facts of the Rixton case study I assessed the primary issues were pertaining to the development of two distinct subcultures in the police department and lack of authority from the city’s police chief. Due to the police chief’s hands-off approach to leadership, officers are unaware of his policies and procedures, and they conducted police functions utilizing their own discretion (Cordner, 2016). Let us examine how the Rixton Police Department’s organizational dysfunction allowed for these actions to occur beginning with their chief of police.

The findings of article one dispute the stereotypical paradigm believed to be found in public sector bureaucracies. Leadership and excellent performance by public sector organizations do not need to be hindered by the typical bureaucratic subsystems when a well designed transformational leadership model is implemented.

After reviewing the cases studies I have concluded that both chiefs’ encountered similar problems, but their success to effect change in their departments and communities, were drastically different due to their executive style approach. Chief Davis in Lowell, Massachusetts exhibited numerous characteristics of the statesman police executive style, while in Riverside, California Chief Fortier during his tenure utilized the administrator police executive style. These chiefs’ different police executive styles produced contrasting results for their departments and their communities. Now that we have identified these chiefs’ different executive styles, we will compare and contrast how they utilized their different executive styles to produce change.

The current leadership at the Department of Public Safety has held a series of meeting with chiefs and administrators of DPS agencies to identify current trends, where DPS wants to be years down the road, and how to overcome the gap in the two positions. All those involved felt confident that by bring together the DPS mindset and having a consistent leadership approach from top leaders, managers, supervisors, and all DPS employees, covering both civilian and sworn personnel, is the key to move as one in the same organizational

The law enforcement agency has three main eras during the course of their history. The first one is the community-policing era. Second, is the professional era and the last one is the political era. Law enforcement officials had clearly dissimilar objectives, organization, and outcomes for the duration of each of these eras. Every one of the moves from one era to another was caused by a demand from people, the federal government, and minority groups. Police departments have advanced over this period, to be the organization that they are in the present

There are several different leadership styles used within the public services. Therefore there are many varied suggestions that define someone as being a strong leader. However a ‘leadership style’ is a unique style that people recognise to encourage or influence other people in a way others do not so that they admire and want to be like. A team leader’s role in the public services is to provide instruction and direction and guidance and leadership this is to help inspire and encourage the team to reach their goals and aims. They have to keep the team focused on there current task or tasks and be able to communicate within their group

First, to understand the bureaucracy model is important to obtain a clear understanding of ideologies associated with para-militarism and the Federal Bureau of Investigations. The modern police bureaucracy emerged in the 20th century when the professionalism movement occurred. The leaders of the movement were August Vollmer, Bruce Smith, and O.W. Wilson who adopted the military model from Sir Robert Peel. The field of police management was developed in order to cope with the complexity of specialized units, so experts borrowed the management principles from business administration and applied them to police administration. However, the degree of specialization depends on the size and nature of the problems within the community.

Today the style and practices of police leadership is changing rapidly. The term shared leadership is one being used by many police chiefs all across the country. They believe that this approach to management by sharing power and influence to individuals within the organization, who are otherwise hierarchical unequal, will view their leadership as a leadership which looks at the broader aspect of giving authority to employees which will allow them to make decisions, solve problems, and be held accountable for their actions (Mussellwhite, 2007).

In the performance of their internal and external roles, police executives make numerous decisions and handle all kinds of problems. Executives vary on a number of matters, including how they allocate their time and the relative importance they attach to internal and external responsibilities. Police executive behavior can take many forms (Cordner, 2016.)

This capstone paper explores how Transforming Leadership principles, as prescribed by Anderson, Gisborne, & Holliday, et al. (2006), can be applied to a typical law enforcement agency in order to better address common issues faced by agencies that have not identified an overarching leadership competency structure. By not adopting a set of leadership ideals agencies can find themselves not effectively addressing all of their strategic planning goals, both internally and externally, as Anderson, et al. (2006) suggests. This paper examines how the principles and formulas of Transforming Leadership apply to areas within the core curriculum of the Public Safety Administration field of study and can help assist the Suisun City Police Department mange strategic goals; including, assisting a law enforcement agency identify their core ethics, give better service to their community, develop strong group dynamics and human resources competencies, use strategic planning more completely and address Homeland Security issues more easily.

Are we capable, as paramilitary organizations, of defining ourselves by a concept of shared power and responsibility in order to provide quality development of our people, and quality service to our community? Servant leadership, as a concept, lends itself to the healthy growth of an organization by providing and environment where employees needs are paramount to the needs of the organization. While the world has changed around us, little has changed in the way that law enforcement leaders have guided their organizations. Most agencies have maintained the “do as I say” or, “because this is the way we have always done it” mentality. Servant leadership, by providing mutual respect and trust, could revolutionize the way we do business, and the way our employees provide service when their needs are being met. In February of 1955, the Los Angeles Police Department coined the phrase “To Protect and Serve.” (lapdonline.org). That being said, it would seem fitting that the leadership style in law enforcement today would have followed suit and produced servant leaders rather than autocratic leaders or authoritarian leaders. Does the servant leadership style allow leaders to do their job effectively while maintaining the authority and control

.   Leadership Concepts in Policing The intent of this paper is to discuss the application of leadership concepts as they apply to rural and urban policing and why the possession of certain abilities is imperative for good leadership. The leadership concepts to be discussed are decision making, leadership qualities, communications, empowerment, well-being, teamwork, and time management. There is no one quality that is greater than the other and this paper will show that collectively the entire aforementioned qualities enable a good leader to become better.

The police departments have come a long way from the way they were many years ago. The police have changed for the better but there is still room for improvement. In policing today there are a lot more officers, detectives, and other law enforcement officials accounted for then there was in the past years. When we have all of these people in the criminal system, it has made the government to be able to provide better protection for the people in the communities. Policing in the past and in the present there are many different outlooks of how the policing functions.. These functions stem from different levels of law enforcement which includes the local, state, and federal organizational levels. These

According to the U.S. Department of Justice (DOJ), supervisor styles largely impact on the behaviors of patrol officers. The publication How Police Supervisory Styles Influence Patrol Officer Behavior, explores the four-different active types of supervisor styles and how each one impacts the performance of patrol officers. The four supervisory styles identified in this study are innovative, supportive, traditional, and active. Innovative supervisors tend to more open to forming relationships with their officers. Supervisors who use an innovative approach have a more positive view of subordinates, have low level of task orientation, and often inspire officer to embrace new philosophies.

Whisenand, P. M., & McCain, J. K. (2014). Managing Police Organizations. In P. M.Whisenand, & J. K. McCain, Managing Police Organizations (p. 33). Upper Saddle River, NJ: Pearson Education.