Providing recommendation for improvement of management style for Lombardo and supervisors under him has been difficult because very little can be found about the day to day management style of the Las Vegas Metropolitan Police Department. Outside of locating a flow chart that list the personnel in charge of each department and biographs about the sheriff and the management staff directly under him very little can be found. Though little information can be found, recommendation can still be made to improve the overall management effectiveness. In order to improve the effectiveness of the LVMPD, supervisors must lead by example. This would require an adaptation of an active supervisory approach. The basic principle of an active supervisor includes being involved in field work alongside subordinates, and simultaneously maintaining control of subordinate’s behavior.
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Department of Justice Office of Justice Programs, 2003). According to How Police Supervisory Styles Influence Patrol Officer Behavior, “one clear implication of the research is that police administrators and managers would be well-advised to direct and train field supervisors to become more involved and set an example of the behavior they expect from subordinates” (U.S. Department of Justice Office of Justice Programs, 2003). Those with active supervisors also spent more during their shifts engaging in proactive activities than those with other supervisor styles. Officers under active supervisors spent 15 percent more of their being proactive, compared to 14 percent, 13 percent, and 11 percent for officers under supportive, traditional, and innovative supervisors, respectively (U.S. Department of Justice Office of Justice Programs,
Department of Justice Office of Justice Programs, 2003). According to How Police Supervisory Styles Influence Patrol Officer Behavior, “one clear implication of the research is that police administrators and managers would be well-advised to direct and train field supervisors to become more involved and set an example of the behavior they expect from subordinates” (U.S. Department of Justice Office of Justice Programs, 2003). Those with active supervisors also spent more during their shifts engaging in proactive activities than those with other supervisor styles. Officers under active supervisors spent 15 percent more of their being proactive, compared to 14 percent, 13 percent, and 11 percent for officers under supportive, traditional, and innovative supervisors, respectively (U.S. Department of Justice Office of Justice Programs,