Sgt. Taylor In The Workplace

On Wednesday 07/26/17 at 1306 hours I heard Officer D. Jones state via the radio a male had just possibly broken into a vehicle near 602 Auburn Way N. Officer Jones stated he detained the male on 6th ST NE just east of Auburn Way N.

When I first transferred to midnights, and before I rode with him, I remember his voice was always on the radio. It sounded as if he was constantly busy and always into something. The first day I rode with Gary, he told me he was going to drive. As soon as we were in the car he began to show me how he worked. I quickly realized that he was not just taking up radio space, but that he was making a difference. Some officers took advantage of the new recruits and passed off all their paperwork while they socialized. It was expected by some FTO’s that the paperwork be completed correctly by the time they returned. Gary modeled the actions of an excellent officer and showed his competence and his drive to work by guiding his rookies through the

Sergeant Gutermuth completed his 7th year of employment with the Jeffersontown Police Department on January 18th, 2016. Sergeant Gutermuth took zero hrs of sick time during the rating period and is always punctual. Sergeant Gutermuth is courteous and professional to the public, other employees and outside agencies. Sergeant Gutermuth addresses citizen/community issues and keeps supervisors informed of important matters. Sergeant Gutermuth complies with policies and procedures, exercises appropriate authority and responds to constructive criticism by attempting to improve performance. Sergeant Gutermuth has been appointed as the Assistant Commander with the department’s Special Operations Group which requires him to document and schedule

After analyzing the case study: “Effective leadership in unexpected places: A socio-historical analysis of Red Tops dance orchestra”, It is my belief that Walter Osborne’s team leadership of “effective communication” and “specifying team mission and organization” as the most important and meaningful leadership traits to me as a military leader. These leadership traits are essential for enhancing the trust relationships between a leader and his subordinates as well as subordinates to leaders. These leadership traits are embedded in the Army’s definition of leadership “the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization” as stated in ADP 6-22.

The purpose of this memorandum is to recommend SGT Horton, John for promotion from SGT to SSG.

When analyzing the mishaps of 1st platoon, one cannot help but to point out the many errors that resulted from poor leadership qualities. The Army publication ADP 6-22 characterizes leadership as “a complex mix of organizational, situational, and mission demands on a leader who applies personal qualities, abilities, and experiences to exert influence on the organization, its people, the situation, and the unfolding mission. Difficult and complex situations are the proving ground for leaders expected to make consistent timely, effective and just decisions. (Army Leader Defined, 2012)” A lack of effective leadership was the main cause, among many others, which led to the downfall of 1st platoon and can be said to be major contributors to the gruesome incident that occurred. One example of ineffective leadership can be directed towards 3rd squad leader SGT Tony Yribe; despite all the respect and consideration of being so hooah and godlike in the eyes of younger soldiers, Yribe still has something that every human on this planet has…imperfections. To illustrate, Yribe was known

For those deputies who have shown interest in areas where he is less knowledgeable, he has contacted other experienced deputies and supervisors and provided the opportunity for the deputies to work with them. Sergeant Prindle shows that he is concerned with his squad’s personal wellbeing too. When his deputies have personal situations, he contacts them and offers his personal assistance. Sergeant Prindle conducts himself in a professional manner and his leadership style gains the respect of his deputies. His uniform is always clean, pressed and well fitted. His command presence is an example for others to follow. He motivates his deputies by leading from the front, answering calls for service and conducting traffic stops, while maintaining his administrative duties. He maintains a healthy lifestyle and encourages his deputies to do the same. He is also an active member of the SWAT team and encourages his deputies to seek out collateral duties to enhance their law enforcement career and expand their knowledge. On his off time, Sergeant Prindle is also a leader in the Air Force Reserve, currently holding the rank of Lieutenant Colonel. Balancing two leadership roles while maintaining physical fitness and a family is not an easy task, yet, he handles it with ease.

I offered Officer Johnson union representation, which he declined. Officer Johnson stated he was on the parking complaint on Sheldon Ave, when he cleared via the computer. Officer Johnson stated he then returned farther down onto his cruiser district patrolling. Officer Johnson stated he was not actively working, (meaning being proactive) due to the staffing being short. Officer Johnson stated as he was on E. Hinman Ave at S. 8th St. he observed a pizza delivery man at the corner when a known drug dealer walked from a back yard towards the delivery man. Officer Johnson stated on the weekend prior several guns and narcotics were seized from a house where this male was in. Officer Johnson stated he pulled over and exited his cruiser as

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.

Sgt Trombly is eager to serve and aggressive in the execution of his duties to accomplish the mission given the opportunity. He performs a broad range of assignments with minimal supervision. He is a Marine of high moral character and attentive to the needs of his fellow Marines. He is reflective, and can be relied upon to get day to day operations completed successfully and on time. Maintains a desire to achieve and learn while continually seeking improvements within himself. Continue to challenge and further develop for the rank of SSgt. Retain and promote with

Tim Hertach exemplifies many of the qualities and traits needed to be a good leader and influence others. He shows integrity and confidence, is forward-thinking and competent. In addition, he seems to be an effective manager, receiving an overall positive evaluation and reinforcement from his senior partners. Though this would suggest he holds some personal power with upper management, he is unable to influence the two recent issues described in the case. Hertach needed to focus on two general ways in which he could have better influenced his senior partners: through his personal leader development and tactical approach. The first would have taken time prior

Effective leaders can inspire followers to excel and achieve a goal (Reed & Bogardus, 2012). Besides inspiration, military leaders should stimulate trust and possess specific core competencies including loyalty, selflessness, decisiveness, integrity, self-discipline, perseverance, and dedication (Loughlin & Arnold, 2007). Unfortunately, LCDR MacInnes lacks a few of these qualities.

As stated above, Officer Mathews has very good tactical skills. Officer Mathews always practices good officer safety and is aware of his surroundings. Officer Mathews uses good judgment when responding to calls and waits for his back up to arrive.

According to our speaker, Chief of Police Derek Pacifico, importantly addressed several reasons why leaders need to know their personnel. One reason would be the fact that each individual has different strengths and weaknesses and each individual’s personality is not the same. Getting to know your personnel, will aid in your decision making when it comes to using the right person for the right job (Derek Pacifico, personal communication, January 27, 2018). One way to learn your personnel without crossing the line would be to evaluate ones behavior in terms of individual actions and team working. Leaders should also remember there is a fine line between being friends and being friendly when it comes to making effective ethical decisions (Goodman,

Throughout history our country has had many leaders. Whether you’re the leader of a business, military platoon, or the leader of our great nation you were withheld with the honor and trust to govern the actions and best interests of fellow Americans. But just because you have achieved the title of a leader does not by default make you a good leader. A good leader is a person who has risen above and beyond to show cooperation, perseverance, and respect to decisions made by those still above you at one point in time. “As a seasoned member of the military, you’ve risen through the ranks because you understood your mission and performed your duties with distinction. At this stage of your career, your most important contribution may be how well you take care of the service members and