In comparing the management styles of Chief Davis and Chief Fortier, one could argue that Chief Davis approached the management of his department as a statesman, whereas Chief Fortier managed as an administrator. Citing Chief Davis’ clear vision for his department and effective management style (Cordner, 2014), Davis, unlike Fortier in the delegation of authority and duties placed qualified individuals in positions to assure duties /issues were handled. Whereas, Fortier’s general implementation of departmental change was forced upon the officers and no assurance of competency or training was given. Additionally, as Fortier reached outside of the department in attempts to reach recommended goals, the Administrative style becomes obvious as the need to reach a goal is met by the most effective means, as evidenced in the promotions and outside hiring practices introduced.
Likewise as officers and the community alike were accepting and receptive to Davis and the managerial style he presented, Fortier’s tenure with the department was less than stellar, receiving a vote of no confidence by those he managed, and betrayal from the supervising staff.
The internal roles exhibited in the management of each department included leading or leadership by Chief Davis. While both provided varying measures of management to their departments, the level of management Fortier provided was not geared towards creating or guiding, but rather the inputs such as equipment, reports, arrests…
There is a great importance put on business leadership, this is directly due to how a business not only functions but in how fruitful the company can become. A great leader essentially can take a business plan that is weak yet turn it into a success, whereas a poor leader stands a higher chance of ruining the best of business plans. That is why it is essential to develop effective leadership throughout a companies entire management program at all levels. How does one develop or retain strong leadership? Companies must be focused on hiring strategies that encompass very specific parameters, building from within whilst creating a strong foundation for employee development and succession planning. Leadership is essential in any organization. The style and theory embraced determines whether the company will or will not achieve their goals. in all cases theory must be embraced, as a companies theory, style, and strategy is greatly dependent on the industry the company is in (Sadler, 2014). “The behavioral theory is one of the widely used theories of management. It suggests that leaders are made and not born. It gives room for training to install leadership traits in leaders at the expense of denying them a chance. There are various leadership styles embraced by companies (Cyert, & March, 2005).” This paper takes a look at the management styles of two specific
Moreover Enter stress we must hold ineffective personnel and managers accountable for their behavior and actions or lack thereof. Far too often most supervisors and managers seem to take the “path of least resistance” when dealing with problem employees or in communicating with employees. This “wide road of mediocrity” is believed to be the primary path of most managers and these leadership failures have become a significant form of stress and frustration for the law enforcement culture.
The problem is Quilcene Fire Rescue does not have any type of succession plan in effect and is ill prepared to deal with the career chief exiting the organization on short notice. There is not a familiar rank structure with qualified individuals holding positions throughout the organization that are available to move up in the organization and occupy the fire chief position. The purpose of this applied research is to identify the mechanisms that would need to be put into place to institute an informal or formal succession plan for Quilcene Fire Rescue.
Are the people placed in these roles fit as being a leader? Are they capable of leading in a large quality in the future? There has been research on the varied of different leadership styles with in law enforcement agencies. Other views on the research focus on leadership and how it effects organizational commitment. There is a need to push out research and create different models in order to redesign of law enforcement agencies. According to Patrick J. Hughes “Increasing Organizational Leadership Through the Police Promotional Process”, he explains the current process used in promoting ranks and the available leadership education for law enforcement agents. There are clear connections between leadership styles and how to proper assess a true
Toxic leadership, likely found in all agencies at some point, and the general awareness of toxic leaders with whom individual officers have worked, makes this a real problem for law enforcement agencies. Knowing the root and cause of this type of leadership helps develop understanding on the part of those that can effect a change in leadership within an agency. Comprehending the methods by which such environments develop and their negative impact on the agency as a whole - via individual officers’ experiences, opens the doors on hidden collusion that destroy morale.
While working for the department, it became very apparent that the practices and management style of the Department Director significantly affected the culture and daily activities of the individual sections under his leadership. First, he would set objectives and standards for the individual sections. These objectives usually looked good on paper but were often unrealistic when applied to daily operations. These lofty ideals, set as goals to middle management, seemed overwhelming and out of touch with the reality of hands on field operations. As a result, middle management would frequently choose to either change or completely disregard the given directives. This disconnect in the chain of command would often cause confusion and inconsistencies at the operations level. Additionally, lack of follow-up meant the Department Director assumed his set objectives were being carried out while lower level employees remained uninformed.
In taking command of an organization, the commander needs to understand how the entire organization works; the synergistic effect of all its parts. Unlike the staff officer who may focus on the part of a problem relevant to his/her function and the efficiency of his/her section, the commander must have a holistic perception of the issue. The commander’s thinking must now shift more focus to the conceptual level of
Leadership has come a long way with earlier studies of trait and behavioral approaches. Since these were highly directive and non-supportive types of leaders, their main objective was to get the job done within the nine to five work day and go home. Although, this was an effective style back in the early 1900s, a lot has changed in terms of the business setting and functionality that many employees were operating back in the early 1900s. Many of the businesses back in the early 1900s consisted of factories, locally run family businesses that leaned towards a bureaucratic organizational system that suited that kind of leadership style. One of the major outcomes from this era was a lack of relationships and high standards of the work environment towards their employees. Overtime, businesses with help of extensive research till this day realized that in order to have better performance from their employees which could lead to increased profits, they must change how they operate within the organization and deal with their employees. Employees started to strive for more interpersonal style leadership behaviors and improved work settings to thrive and develop as an employee within the organization. Theories such as: LMX, Path-Goal, Transformational, Charismatic, and Servant Leadership were created to help understand and develop leaders for the benefit of their subordinates. These leadership styles are all good in their own way, yet I believe authentic leadership is ultimately
When we think about what a leader and manager is, most of us will use the same meaning. But in actual fact this is incorrect. We have to look at these two terms differently. What is a manager? A manager is someone who is responsible for directing and controlling the work and staff of a business, or of a department within the organization. So what is a leader? A leader is someone whom people follow, somebody who guides or directs others. Looking at both terms they both are very different. The question is always asked is a manager can be a leader and leader a manager. The true answer is managers are not always leaders, while leaders can be
I began this book like most books, with great anticipation that it was going to be amazing, why else would a qualified instructor assign it. I assumed that it would be a shining example of the finest managerial principals in existence all compacted into a simple to read text with plenty of graphs and helpful handouts. I was certain that I would be a more effective leader for having read it. I spent time strategizing how I would write my paper with great enthusiasm. Then, I read the book.
This case study will briefly explore the concepts of the contingency theory, and how it could have been applied to Chief Koby’s management style. The chief’s leadership and management style has greatly affected his organization as a whole. It is also noted that he was severely criticized for mishandling the controversial murder case of Jonbenet Ramsey, along with two other high profile incidents which will be discussed in this case study (Haberfeld, 2013).
What defines a good leadership? Is it the qualities that he exhibits, or the rather the polices that history remembers him by? The time period of American Civil War is a great time period to examine these questions, and can be done so by looking at the two main presidents of both the Union and the Confederacy: Abraham Lincoln and Jefferson Davis. While the two were both skilled in some areas and unskilled in others in terms of leadership, history remembers Lincoln as the better leader due to his characteristics of intelligence in the political /military field as well as when it comes to personal rights.
Extraordinary directors have the ability to inspire representatives and construct certifiable associations with them. The individuals who are not appropriate for the occupation will probably be awkward with this "delicate" part of administration. The best chiefs comprehend that every individual they oversee is distinctive. Every individual has distinctive victories and difficulties both at and far from work. Knowing their representatives as individuals to start with, these administrators oblige their workers' uniqueness while overseeing toward superior.
Buckmaster also had position power and personal power which came from his vast cultural and geographic knowledge of France, and experience as a solider in the region during the war. He was fluent in the French language which gave him valuable insight and the ability to connect his agents with trusted contacts. His empathy and emotional intelligence gave him a close, personal connection to the agents and their mission. Though he lacked the charisma of Donovan, he had a more emotional connection and genuine understanding of what his agents were up against once they entered France. His ability to inspire and motivate them came from his ability to relate to them and share in their desire to push the Nazis out of France.
than to illustrate effective or ineffective handling of an administrative situation. Copyright 2010 by the University