Sgt. Taylor In The Workplace

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.

This type of leader hopes to transform their community by encouraging their followers to adopt goals and behaviors that will be rewarded. These type of leaders challenge old values and beliefs to stimulate new ideas and reasons. I have chosen this theory, first, based on how she spoke throughout the interview. She was patience and understanding, willing to explain certain terms I was not knowledgeable of and emphasized how important she views her job and what it entitles. I can tell, as a woman in her position, that she is considerate of the each need of an officer, their abilities on the job and willing to give recommend to the officers. I have chosen this theory, secondly, based on her pay raise answer to the consultant question. It was not quoted earlier in the essay, but Officer Bird explained that bonuses gives officers an incentive to increase job performance. She stated that, at times, an officer loses motivation which affects their performance, as well as the performance of others. “If an officer is focusing on a job that doesn't need his/her attention, then the surrounding officers now have to take on his/her lacking responsibilities on top of their own. This can affect performance for their assigned job, meal time, longer work hours and interaction”(Bird). She spoke with confidence about the future of the NYPD

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.

Both lieutenants have worked for the agency more than 10 years and are familiar with many aspects that can influence employee retention. Detective Sergeant Jimmy Courtney is supervisor over the criminal investigation division and has worked for the agency for 10 years in several positions. He has expertise in the agency workings through working several years as a patrol officer and working closely with the patrol division. Sgt. Courtney has the ability to influence decisions but not approve change. As facilitator, I have worked for the agency for more than 18 years and worked in the criminal investigation division for 10 years, where I worked closely with the patrol division. The past 8 years I have worked in the administration division and where I work closely with all the agencies division and have insider data that can assist with determining what components and factors have influenced the decrease in employee retention over the past three years.

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.

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.

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

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

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

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

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

Officer James brings feedback when discussing different patient issues and always ready to help when it comes to the safety of the patients and others. He strives to be a better Officer, to communicate better and overall to be a better person. Needs to be more confident in decision making and stay

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

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,