Different Styles And Approaches Supervisors May Demonstrate

When coaching, is it better to be all bark and no bite, all bite and no bark, or a little bit of both? Over his 17 year span of life, Robert has experienced all different kinds of coaching styles. Every coach has their own fresh style of coaching, but to broaden the styles, they will be divided into two techniques: aggressive coaches and passive coaches. Most coaches utilize a mixture of both styles, but those two styles are the most effective. Each type of coach approaches how their relationship with their players should be differently. They also use different ways to make each player execute the material to what they think is sufficient. As most things in life, both styles of coaching don’t always work perfectly. The coach’s main

Thus, if employees are treated in a Theory X manner, they will become lazy. If they

To begin, I shall summarize the major issue regarding the case study shown on page 103, in the 7th edition book Titled, Effective Police Supervision, written by Harry More and Larry Miller in 2015. Sergeant Lou Maynard recently got promoted to the evening supervisor for the Craigview Police Department. Six months had then passed. While leading his team, Maynard came to the realization that two of his officers did not seem motivated as the rest of them were. The other officers, that were doing their jobs, started to complain about the two non-motivated officers. They began stating that the two officers did not their carry their weight when it came to the team. The two officers are noticed working as if they do not wish to be there and are just waiting to retire in the next year. They have even distanced themselves when it comes to socializing with fellow officers on duty and off.

There are many theories about different aspects of leadership and the effectiveness of each in a criminal justice setting. Contemporary research brings into focus the behavioral approach and the contingency approach. The behavioral approach emphasizes the behavior of leaders while the contingency approach emphasizes situational variables that affect leadership.

It should be understood that ”Rules and regulations are specific managerial guidelines that leave little or no room for discretion” (Cordner, 2016 pg. 132). In understanding this truth, there must be clear consequences for violating those rules or regulations. In a profession such as law enforcement the public expects a sometimes unachievable standard of excellence, yet we know that these men and women are still human, still fallible. Understanding that mistakes will be made and balancing that with the community expectations management must produce a fair and firm disciplinary standard. My department, Memphis Police, we used to have a disciplinary matrix which gave clear guidelines for punishment when officers make those mistakes. It was understood that an officer who is prone to many mistakes would receive increasing levels of discipline while an officer with little to no issues would receive more lenient discipline when a violation is found. I personally felt comforted by this Matrix because it took out the unknown factor when a mistake was made or policy violated. The officer knew exactly what the maximum punishment would be by looking into the policy and procedure handbook. Unfortunately we as a department did away with this matrix in favor of more managerial discretion. While this new method “could” benefit some officers, it “could” also severely punish others dependent on their supervisors. The relationship between one supervisor and an officer whether good or bad can now impact the discipline given which in my opinion is worse than a defined system such as the Disciplinary

First-line supervisors produce actual departmental services and products to the community. Sergeants achieve this through contacting the officers they supervise directly, which ensures accountability as well as performance objective. Evidently, the sergeant’s work is similar to that of a symphony conductor, as it can either weaken or enhance the perception by the community on the professionalism of the department. Due to their close interaction with patrol officers, first-line Supervisors are a key element when it comes to identifying and reducing incidences of potential misconduct among police organizations.

The contingency model developed by Fiedler is based on the foundation that a meticulous leadership style is most effective in opposed situations. The key element would be to outline which leadership style needs to be used in what situations.

Within your first two weeks as an Adult Protective and Community Supervisor (APCS) you held an informal meeting with your staff so that they could get to know you and you them. This first meeting established the relationship that you wanted to have with your workers. This meeting also identified that you had an open door policy and that you were willing to assist your workers in any way possible. You encourage your workers to work at their optimal performance level and you stress to them that the only way to achieve this is by discussing policies, shadowing them on home visits, reviewing their cases and giving them feedback, which ensures that they have a clear understanding of programs and office operation. Candice you keep detailed notes of concerns that you may have with a worker and you discuss those concerns with me. You had one employee that you thought we were going to have to recommend probationary dismissal on; however, after you had a heart to heart with the employee you identified some personal issues that the employee was

2. Employees will exercise self-direction and self-control if they are committed to objectives. External control and the threat of punishment are not the only means to make employees to work towards objectives.

Fiedler’ model is considered the first highly visible theory to present the contingency approach. It stated that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader (Fiedler, 1967). Fiedler argued that the leadership style could be indentified by

Management styles are wide and varied across the entire world of work. The specific type of management that works for one particular set of workers does not always work for another group of employees. Almost everyone has come into direct contact with a manager at some point in their careers. It is the relationship between the employee and the manager that must be keenly developed; in order for an office, factory, restaurant, or similar organization to run smoothly and effectively. When an organization is being managed efficiently, workers are much more upbeat, production levels are optimal, and the overall working environment has a fragrance of positivity. In sharp contrast, when an organization is ineffectively managed, more times than

When it comes to management skills, especially in law enforcement, different styles are put under a microscope and tend to be judged more quickly and harshly than other professions. In larger departments where turnover and promotions are more frequent, these differences can appear even more pronounced. In the 2 years I have spent in my current assignment, I have had 4 Sergeants on myshift (third), a new Lieutenant, and a new Captain. While the stress of their new positions and added responsibilities is obvious, it appears that it is often overlooked how those who serve under these various supervisors have to constantly adjust to an ever revolving door of leadership styles.

What is leadership? Merriam-Webster Online Dictionary defines leadership as “the power or ability to lead other people”. Although this is simply put, it is also correct. But leadership is much more than the ability to lead. The ability is one piece of the puzzle. Other pieces to consider in leadership are education, attributes, and style, just to name a few. In this assignment, I will focus on leadership style. Specifically, I will discuss my style according to the assessment developed by The University of Kent in the UK.

The Contingency Theory applied to factors unique to each situation to determine whether specific leader characteristics and behaviors will be effective. Researched findings credit Fiedler 's contingency theory as the first to specify how situational factors interact with leader traits and behavior to influence leadership effectiveness. This theory suggests high interest in the situation determines the effectiveness of task- and person-oriented leader behavior.

Fiedler enunciated major frameworks of the contingency theory in the mid-1960s (Miner, 2005). As mentioned before, Fiedlers idea is very straightforward, it outlines to match the leaders style with the circumstances best favourable for their success. Fielder states that the