Effective Police Supervision, 6Th Edition

Front 1

What are the 3 types of influential leadership behavior according to More & Miller?

Back 1

Directive

Consultative

Participative

Front 2

___ leadership behavior is when a supervisor exhibits little or no involvement in the decision making process. Use the authority of position, and rules and regulations

Back 2

Directive

Front 3

___ leadership behavior is when a supervisor shows concern for officers and their needs, and also the organization's needs. Subordinates allowed to participate in decision making process

Back 3

Consultive

Front 4

___ is the leadership behavior where the supervisor has genuine belief and respect for subordinates, Fosters 2 way communication, consults with subordinates, supports group involvement, and power is shared.

Back 4

Participative

Front 5

The relationship between a supervisor and a subordinate exists along a___

Back 5

Leadership continuum

Front 6

Two basic leadership styles

Back 6

Autocratic and democratic

Front 7

Five leadership styles

Back 7

Authoritarian

Democratic

Laissez-faire

Bureaucratic

Charismatic

Front 8

What are three theories of leadership

Back 8

Trait theory

Behavioral theory

Contingency model

Front 9

What theory of leadership identifies distinguishing qualities or or characteristics a person possesses when functioning as an effective leader?

Back 9

Trait theory

Front 10

What are 5 groups of traits associated with leadership effeiveness (trait theory)?

Back 10

Capacity

Achievement

Responsibility

Participation

Status

Front 11

Theory based on Ohio State leadership study that showed two types of leadership behavior

Back 11

Behavioral theory

Front 12

two types of leadership behavior in relation to behavioral theory

Back 12

Initiating structure

Consideration

Front 13

Leader's behavior in delineating the relationship between himself and his subordinates and attempting to establish well-defined patterns of organization, channels of communication, and methods or procedures

Back 13

Initiating structure

Front 14

Leader's behavior indicative of friendship, mutual trust, respect, and warmth in the relationship between the leader and all members

Back 14

Consideration

Front 15

Five types of skills

Back 15

Human

Tactical

Affective

Conceptual

Knowledge

Front 16

___ holds that the leader's style must match the demands of the specific situation.

Back 16

Contingency model

Front 17

Fred Fiedler and assoc. first Contingency model three factors of importance

Back 17

Position power

Task structure

Personal relationships

Front 18

Position power

Back 18

The degree to which the position itself confers upon the leader the capacity to get officers to accept and comply with directions.

Front 19

Task structure

Back 19

The extent to which a task is routine and structured as compared to an ambiguous and poorly defined task. When tasks are clearly defined it is much easier for a supervisor to control operational duties, and officers can be held responsible.

Front 20

Personal relationships (contingency model)

Back 20

When the relationship between subordinates and the leader can be described as good, the supervisor is in a good position to influence behavior due to trust.

Front 21

Fiedler's TWO basic STYLES OF LEADERSHIP

Back 21

Task oriented

Relationship oriented

Front 22

5 categories of positional and personal power

Back 22

Legitimate power

Expert power

Referent power

Coercive power

Reward power

Front 23

Power that comes from policy and written directives outlining a supervisor's authority and responsibilities

Back 23

Legitimate power

Front 24

Power that comes from subordinates knowledge that the supervisor possesses a greater amount of knowledge

Back 24

Expert power

Front 25

Power that is associated from the leaders personality, sometimes identified as charisma. Quality that makes supervisor likeable.

Back 25

Referent Power

Front 26

Power that is based on fear and the knowledge that the supervisor has the ability to administer some type of punishment

Back 26

Coercive power

Front 27

Power that comes from being able to reward employees in some way. Should be viewed with positive attitudes and not abused.

Back 27

Reward power

Front 28

More's 6 techniques to extend power

Back 28

Persuasion

Patience

Enlightenment

Openness

Consistency

Integrity

Hint 28

Ppeoci

Front 29

Power technique that has the supervisor communicate the reason and justification when exerting influence over others

Back 29

Persuasion

Front 30

Power technique that has the supervisor show consideration to the shortcomings and weaknesses of each employee and balancing these against the immediate desire to attain objectives.

Back 30

Patience

Front 31

Power technique that describes the ability to accept and value the insights discernment and seasoning of subordinates

Back 31

Enlightenment

Front 32

(Power technique) the ability to accept officers for who they are now and for what they can become as growth occurs. Requires accurate awareness of goals, values, desires, and intentions

Back 32

Openness

Front 33

(Power technique) doing what is expected of you so your subordinates will always know where you are coming from and never have to feel as though they are being manipulated

Back 33

Consistency

Front 34

Power technique that describes striving for control that can only be interpreted as fair, impartial, and non manipulative. Supervisor exhibits honest and real concern

Back 34

Integrity

Front 35

A supervisor must shift from a focus of ___ skills to ___,____ skills

Back 35

From operational skills to human skills and conceptual skills

Front 36

Skills that involve techniques, methods, and use of equipment

Back 36

Operational skills

Front 37

These skills involve motivation, communication, and direction. It is the ability to understand why people behave the way they do in order to effectively change, direct, and control behavior

Back 37

Human skills

Front 38

Skill that describes the development of one's knowledge of the overall organization and awareness of how the unit fits into the organization that will allow the supervisor to work toward the attainment of the organization's goals and increase efficiencies

Back 38

Conceptual skills

Front 39

4 roles critical to effective leadership

Back 39

Direction setter

Change agent

Spokesperson

Coach

Front 40

Emphasizes the critical roles that a leader should assume in order to deal with the organizational environment and the continuing and constantly changing demands of the community

Back 40

Total quality management

Front 41

4 critical tasks that skilled leaders need to carry out in a high-performance organization (Harrison, 1996)

Back 41

1. Permit decisions at appropriate organization level

2.build trust and openness

3. Empower others

4. Creates vision communicates to all

Front 42

Intent of organization

Back 42

Mission

Front 43

____ provides guidance to the future

Back 43

Vision

Front 44

Provide a framework for acheivment

Back 44

Goals

Front 45

Leadership is a process that results in efficiency from

Back 45

Ethical communications

Front 46

Leadership is the process of influencing ___ activities toward the achievement of goals

Back 46

Group

Front 47

4 supervisor styles

Back 47

Traditional

Innovative

Supportive

Active

Front 48

(Supervisor type) embraces new philosophies and methods of policing

Back 48

Innovative supervisor

Front 49

(Supervisor type) actively involved alongside those supervised. Also Proactive

Back 49

Active supervisors

Front 50

(Supervisor type) less concerned about rules and paperwork. Encourage through praise and acknowledgement. Management buffer

Back 50

Supportive supervisor

Front 51

(Supervisor type) highly task oriented. Looks for numbers. Mainly believe [60%] officers job is enforcement

Back 51

Traditional Supervisor

Front 52

Most effective new supervisor leadership style

Back 52

Task oriented