1. Contrast what is meant by “leader” versus “manager.”
The phrase “leader” versus “manager.” is used to show and compere how Leading is related to managing, Bennis and Nanus (1985:21) help us understand the broader role of supervision in their discussion of management and leadership: “To be a manager is to bring about, to accomplish, to have charge of, responsibility for, to conduct. Leading, on the other hand, is influencing, guiding in direction, course, action, opinion.” They go on to say that managers are people who “do things right,” and leaders are people who “do the right things.” Managers are more efficiency driven and focus on mastering routine activities, while leaders are driven by vision and judgment. Managers tend to be bean …show more content…
Describe situational leadership and how it applies to the police leader.
In Situational Leadership theories it is highly recognized the workplace is a complex setting subject to rapid changes. For this reason, it is unlikely that there is one specific way to deal with such arising situation hence leading effectively depends on the situation at hand.
Majority of the major corporations and even the military tend to put use the model of situational leadership presented by Hersey and Blanchard (1982). This model emphasizes the leader’s behavior in relationship to followers’ behavior. In order to use this model effectively, the leader is required to evaluate follower responsibility in two ways: willingness (motivation) and ability (competence).
Situational Leadership takes into account worker maturity; maturity is defined as the capacity to set high but attainable goals, the willingness to take responsibility, and the education and/or experience of the individual or the group. As the maturity level of followers develops from immaturity to maturity, the appropriate style of leadership moves in a corresponding way (Hersey and Blanchard, …show more content…
Describe the important role of the first-line supervisors and managers in the implementation and ongoing maintenance of COPPS. Include a list of five characteristics of a good problem-solving supervisor.
To successfully implement COPPS the support of the first line supervisor is critical. During the implementation the sergeant is arguably the most important ranking individual within the police organization in terms of whether or not COPPS will succeed or fail. The sergeant acts as the link between street officers and the organization; however, there is some cause for supervisors’ reluctance to change.
In order to supervise in a COPPS environment one may need to means a change from being a “controller,” primarily concerned with rules, to being a “facilitator” and “coach” for officers involved in problem solving. The supervisor’s role, is to get their subordinates rise up their performance. In order to do this a pile of activities needs to be performed, including communicating, motivating, mediating, mentoring, leading, team building, training, developing, appraising, counseling, and disciplining. As a result, no other rank in the police hierarchy exerts more direct influence over the working environment, morale, and performance of employees. Supervisors must learn to encourage innovation and risk taking among their officers and be well skilled in problem solving, especially in the analysis of problems and evaluation of efforts. Conducting a workload analysis and finding
The phrase “leader” versus “manager.” is used to show and compere how Leading is related to managing, Bennis and Nanus (1985:21) help us understand the broader role of supervision in their discussion of management and leadership: “To be a manager is to bring about, to accomplish, to have charge of, responsibility for, to conduct. Leading, on the other hand, is influencing, guiding in direction, course, action, opinion.” They go on to say that managers are people who “do things right,” and leaders are people who “do the right things.” Managers are more efficiency driven and focus on mastering routine activities, while leaders are driven by vision and judgment. Managers tend to be bean …show more content…
Describe situational leadership and how it applies to the police leader.
In Situational Leadership theories it is highly recognized the workplace is a complex setting subject to rapid changes. For this reason, it is unlikely that there is one specific way to deal with such arising situation hence leading effectively depends on the situation at hand.
Majority of the major corporations and even the military tend to put use the model of situational leadership presented by Hersey and Blanchard (1982). This model emphasizes the leader’s behavior in relationship to followers’ behavior. In order to use this model effectively, the leader is required to evaluate follower responsibility in two ways: willingness (motivation) and ability (competence).
Situational Leadership takes into account worker maturity; maturity is defined as the capacity to set high but attainable goals, the willingness to take responsibility, and the education and/or experience of the individual or the group. As the maturity level of followers develops from immaturity to maturity, the appropriate style of leadership moves in a corresponding way (Hersey and Blanchard, …show more content…
Describe the important role of the first-line supervisors and managers in the implementation and ongoing maintenance of COPPS. Include a list of five characteristics of a good problem-solving supervisor.
To successfully implement COPPS the support of the first line supervisor is critical. During the implementation the sergeant is arguably the most important ranking individual within the police organization in terms of whether or not COPPS will succeed or fail. The sergeant acts as the link between street officers and the organization; however, there is some cause for supervisors’ reluctance to change.
In order to supervise in a COPPS environment one may need to means a change from being a “controller,” primarily concerned with rules, to being a “facilitator” and “coach” for officers involved in problem solving. The supervisor’s role, is to get their subordinates rise up their performance. In order to do this a pile of activities needs to be performed, including communicating, motivating, mediating, mentoring, leading, team building, training, developing, appraising, counseling, and disciplining. As a result, no other rank in the police hierarchy exerts more direct influence over the working environment, morale, and performance of employees. Supervisors must learn to encourage innovation and risk taking among their officers and be well skilled in problem solving, especially in the analysis of problems and evaluation of efforts. Conducting a workload analysis and finding