As a Grand Prairie Police Supervisor, it is critical to understand leadership expectations and foster a new generation of leaders to assume command in the future. Leadership and management are not synonymous. Leaders lead people while managers manage tasks. Grand Prairie Police Supervisors should be leaders first who manage second. Below is list of leadership principles and expectations for all Grand Prairie Police Department Supervisors with a goal of fostering leadership. It is important that you review these principles to ensure they are expectations you feel you can support and uphold. While this list is not all inclusive, it offers a sound framework from which all Grand Prairie Police leaders should operate and from which performance should
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Conditions often require an adjustment in direction. Leaders need to be able to understand the impact of their decisions both long and short term. As a result, Grand Prairie Police leaders may be required to create, advocate, and embrace change should it be necessary for the betterment of our citizens and the police department.
3. Humility: Remaining humble is a cornerstone of leadership. Formal leaders in the Grand Prairie Police Department will maintain a modest view of their own importance and always remain mindful that successful police work requires a team approach. 4. Look Inward: Leaders constantly look inward, making honest assessments of their short-comings and developing strategies to improve. No leader is perfect; however the strongest leaders are constantly striving for excellence by seeking self-improvement. 5. Law Enforcement Competency: Leaders should strive to understand the requirements of their assignment, the assignment of the subordinates, and the assignment of their direct supervisor. A leader cannot fairly gauge the performance of a subordinate if they do not understand their subordinate’s assignment. Additionally, leaders may be unexpectedly required to assume the duties of their direct supervisor. The time to learn those responsibilities is not when called upon to assume them. Additionally, because law enforcement is constantly changing, Grand Prairie Police leaders should constantly seek self-development, keep …show more content…
“Inspect what you expect”. Subordinates need to have a clear understanding of what is expected from them. You must communicate clearly and effectively to ensure that delegated tasks are properly understood. Subordinates should then be supervised to ensure the tasks are completed properly and in a timely manner. Avoid over-supervision as it can negatively impact initiative. Allow subordinates to use their own leadership styles and techniques, and then periodically check their progress. Grand Prairie Police leaders must understand, however, that authority can be delegated but responsibility cannot.
9. “Make the call”: Avoid stagnation by over analyzing a given issue. After careful consideration of the surrounding factors, make a decision and put a plan in action. Consider the counsel of your subordinates when appropriate and plan for potential consequences of any given course of action.
10. Take Charge and be Accountable: In the absence of guidance, Grand Prairie Police leaders take charge. They seek responsibility and constantly strive to make a difference in the community. If they error, they own their mistake including to their subordinates. They do not offer excuses or deflect blame but, most importantly, they learn from their mistakes and take proactive steps not to repeat
Conditions often require an adjustment in direction. Leaders need to be able to understand the impact of their decisions both long and short term. As a result, Grand Prairie Police leaders may be required to create, advocate, and embrace change should it be necessary for the betterment of our citizens and the police department.
3. Humility: Remaining humble is a cornerstone of leadership. Formal leaders in the Grand Prairie Police Department will maintain a modest view of their own importance and always remain mindful that successful police work requires a team approach. 4. Look Inward: Leaders constantly look inward, making honest assessments of their short-comings and developing strategies to improve. No leader is perfect; however the strongest leaders are constantly striving for excellence by seeking self-improvement. 5. Law Enforcement Competency: Leaders should strive to understand the requirements of their assignment, the assignment of the subordinates, and the assignment of their direct supervisor. A leader cannot fairly gauge the performance of a subordinate if they do not understand their subordinate’s assignment. Additionally, leaders may be unexpectedly required to assume the duties of their direct supervisor. The time to learn those responsibilities is not when called upon to assume them. Additionally, because law enforcement is constantly changing, Grand Prairie Police leaders should constantly seek self-development, keep …show more content…
“Inspect what you expect”. Subordinates need to have a clear understanding of what is expected from them. You must communicate clearly and effectively to ensure that delegated tasks are properly understood. Subordinates should then be supervised to ensure the tasks are completed properly and in a timely manner. Avoid over-supervision as it can negatively impact initiative. Allow subordinates to use their own leadership styles and techniques, and then periodically check their progress. Grand Prairie Police leaders must understand, however, that authority can be delegated but responsibility cannot.
9. “Make the call”: Avoid stagnation by over analyzing a given issue. After careful consideration of the surrounding factors, make a decision and put a plan in action. Consider the counsel of your subordinates when appropriate and plan for potential consequences of any given course of action.
10. Take Charge and be Accountable: In the absence of guidance, Grand Prairie Police leaders take charge. They seek responsibility and constantly strive to make a difference in the community. If they error, they own their mistake including to their subordinates. They do not offer excuses or deflect blame but, most importantly, they learn from their mistakes and take proactive steps not to repeat