Leadership And Management of Law Enforcement Personnel Within the Organization - Term Paper Example

?Running head: LEADERSHIP AND MANAGEMENT Leadership and management of law enforcement personnel within the organization (school) Leadership and management of law enforcement personnel within the organization Introduction The leadership and management of law enforcement personnel is one of the most difficult management responsibilities to undertake. Law enforcement is a highly stressful job and one which is filled with daily risks and dangers to the lives of officers. The management process involved in law enforcement includes various skills, knowledge, and attitudes which seek to ensure that the officers are functioning adequately at all times. The leadership and management process is one which must involve appropriate and adequate tools which are meant to ultimately ensure that the law is upheld and the public order and safety is secured with minimal dangers posed to law enforcers. This study now seeks to discuss the leadership and management of law enforcement personnel within the organization. Body Law enforcement leaders and managers occupy various positions in law enforcement, including police chiefs, police captains, police lieutenants, FBI directors, and assistant directors. There is an implication of strong authority and management ability associated with this leadership position. Leadership is a major element in performance (Dobby, Anscombe, and Tuffin, 2004). In effect, with strong leaders, the performance of its members can be ensured and the proper tasks and objectives of the organization can be achieved. On the part of the members, studies claim that for as long as they are happy on how they are being treated in the organization then they would be happier in the service that they would be receiving (Adsit, et.al., 1996; Rucci, et.al., 1998). One of the factors which impact on this happiness and satisfaction is the kind of leader which would manage the organization. In a UK study, there seems to be much credence given to the transformational leadership style in law enforcement. Transformational leadership involves the process of motivating members and subordinates, encouraging them to be involved in challenging work. This style is also based on transactional leadership where the leader tries to motivate the member by giving incentives or punishments (Dobby, et.al., 2004). Transformational leadership has shown significant potential in law enforcement organizations. These organizations now operate in the current age of unpredictable change where leaders must try to ensure that their members are sufficiently developed and empowered to make their own decisions, especially in the field. Line officers must be able to also take a leadership role once they are outside the physical custody and jurisdiction of their leaders (Dobby, et.al., 2004). In the field, they may be thrust into situations where they need to make quick and appropriate decisions. The transformational leader therefore seeks to prepare his subordinates to be independent and proactive thinkers, making them significant assets in the field. Transformational leaders seem to be more effective as compared to transactional leaders in the long term (Hinkin and Tracey, 1994). They help inspire confidence, as well as help provide learning experiences to the to the subordinates (Dobby, et.al., 2004). This type of leadership has also been known for assisting in the implementation of changes in various settings, thereby allowing the members to adjust to these changes and make personal adjustments in their activities. In applying this transformational type of leadership in the UK, the National Policing Plan was able to deliver improvements in the performance of police officers, as well as ensure the reduction of crime in the country (Dobby, et.al., 2004). This type of leadership is therefore one of the effective methods of leadership which can be applied in order to ensure the effective management of law enforcement organizations. Moriarty (2009) discusses that most organizations need effective leadership in order to succeed. Without the proper guidance of a strong and effective leader, organizations cannot carry out their goals and functions adequately. Although members may be able to function without a leader, their chances of adequately fulfilling their functions would be poor. This applies to law enforcement as well. The combination of managing law enforcement officers as well as managing crimes creates a specific need for police leadership (Moriarty, 2009). The technological advancements which have now been made available to crime solving continue to find their place in law enforcement. Other elements like socioeconomic, political, and demographic elements have also impacted on law enforcement. These elements have all been apparent since the terrorist attack of September 11, 2001 (Moriarty, 2009). The current changes in law enforcement now call for various police agencies to consider their visions and goals, and to assess the bigger role of law enforcement in society. Law enforcement training and education have been seen as an important element of effective law enforcement management. However, in its inception, training has often directed towards specific skills, mostly geared towards reducing and solving crime; limited training has been directed towards achieving effective leadership (Moriarty, 2009). The impact of leadership development for many police officers is based on experiences, especially what has been taught to them by their leaders and by their senior officers. The absence of adequate leadership development has made it impossible for law enforcement leaders to acquire skills in leading and developing officers within their departments (Polisar, 2004). Most individuals can be leaders at some point in their lives, however, for police officers, leadership must be something which is innate and must come naturally to them. Many officers often spend a lot of time carrying out basic functions, however, even with a lifetime of experiences, they will still serve multiple roles, including that of leaders, as followers, and as public servants (Drodge and Murphy, 2004). The impact of police leaders and managers are crucial to efficient law enforcement. Police sergeants are considered the first line supervisors in most law enforcement organizations and they lead a squad in order to evaluate and monitor line officers within their jurisdiction (Moriarty, 2009). This sergeant is the leader to whom the line officer immediately consults for direction and guidance. He also assesses the efficiency of the organization (Johnson, 2005). Successful police agencies are supported by effective leadership development and strong rank and file officers who can manage the daily challenges of the organization. As sergeants, they are expected to be strong leaders (Moriarty, 2009). However, these leaders often do not have adequate training or experience because they are new at their role and they have often been plucked from the rank-and-file members of the organization (Moriarty, 2009). As a result, these sergeants are often thrust into roles which they are ill-equipped to handle. Eventually, with experience and added skills, they may learn to adapt to their new role. Making the transition to supervision without leadership development is a complicated process (Moriarty, 2009). Failure to ensure support and guidance for new sergeants can often cause these sergeants to fail (Evans, 2003). Successful organizations often furnish leadership programs and trainings in order to support the skills of employees and managers. These programs help members eventually excel in their activities. With these programs, significant benefits can be enjoyed by organizations, and they can ensure that there is less employee turnover and higher employee satisfaction (Pernick, 2002). Efficient leadership in law enforcement must be based on the need to ensure staff development and training for officers in the field. Studies indicate that there is a need for leaders to create men and women who can provide strategies and directions which can ensure their survival and their adequate management of police work (Ault and Brown, 1997). Leadership development is a main concern for the law enforcement profession because without proper development, the policies and needs of law enforcement and public safety cannot be secured. There are various ways of approaching leadership development. Some methods may highlight leaders, and others may highlight issues of leadership (Moriarty, 2009). One type of leadership development focuses on the processes of leadership, assessing leadership as a group of activities which motivates and guides individuals (Hartley and Hinksman, 2003). Leadership therefore is based on organizations. In the study by Moriarty (2009), the Leadership in Police Organizations (LPO) program as applied in the Delaware State Police was assessed. This program had a significant potential because it considered leadership as a means of influencing human behavior and achieving organizational goals (Moriarty, 2009). The LPO is based on dispersed leadership. This dispersal replaces the notion that leadership is reposed on senior officers alone; instead, it forwards the notion that all members of the organization can be leaders and have the inherent potential for leadership (Moriarty, 2009). This belief is founded on the following qualities: shared understanding of leadership, commitment to shared goals, and recognition of the styles of leadership (Moriarty, 2009). The main element of the program is the focus which leaders place on motivation, satisfaction, as well as the performance of peers and leaders (Moriarty, 2009). In effect, the role of leaders is to change human behavior and increase levels of motivation in order to support organizational goals. The LPO program provides wide reading as well as case application. The different lessons have plans and course outlines which are then supported by readings on relevant leadership theories and case study application; it culminates in a journal reflection (Moriarty, 2009). Adult learning is supported based on the above learning process. The LPO program also includes an ongoing leadership training process. The sergeants undergoing this training program have big roles in leading their line officers. They are mentors and coaches to their subordinates. As a result, ongoing leadership development must be ensured for all corporals and sergeants (Moriarty, 2009). As long as the LPO program is carried out at least twice a year, the goals of the LPO and of strong leadership can be ensured within four years. The LPO program also helps provide skills and abilities to effective leaders. This is crucial for first-level leaders who often directly interact with their subordinates. With adequate training, the knowledge and skills of these sergeants can also be transmitted to their subordinates. As their subordinates progress in their leadership activities, they are also able to successfully transition into higher levels of leadership (Moriarty, 2009). In adopting the LPO, a common language can also be developed among the subordinates. As the leaders and members involve themselves in the program, they are also able to gain tips in problem solving and they can secure common tools for solving organizational issues (Moriarty, 2009). In order to eliminate the financial impact of organizations, the police organizations must ensure in-house trainings. These in-house trainings allow organizations to fashion their training programs according to their goals and preferences. The LPO can be adapted in most police organizations in order to provide a basis for leadership training and development. In order to ensure the success of this process, police agencies can develop and support partnerships with other agencies in order to support certified LPO teachers (Moriarty, 2009). The LPO program calls for at least two qualified instructors to carry out the training for three weeks. For some departments, they may not have available LPO teachers, and some of these teachers may need to be pulled out from other organizations. In order to ensure access to these teachers, a proper network with other police organizations must be secured (Moriarty, 2009). By adopting the above element of the LPO program, there would a greater availability of instructors who have diverse experiences. It may therefore be necessary to partner with other agencies in order to ensure the efficacy of the LPO program. Partnerships with other agencies are crucial elements in the implementation of leadership training programs. The logistics alone of making these programs effective would be difficult for leaders to achieve, and sharing the load with other agencies goals may work well for everyone involved (Moriarty, 2009). Partnering with other agencies can also provide openings for state and municipal law enforcers. Such a partnership can have a universal applicability and can benefit other organizations as well (Moriarty, 2009). The program is meant to provide the right knowledge and skills in order to resolve issues in line management and in field work. With strong partnerships with other agencies, the cost of the training can be reduced and can help provide opportunities for widespread learning and development in leadership. One of the major challenges which law enforcement leaders have to deal with in their management activities is the fatigue and stress which their subordinates always go through in their work. Various management techniques have been applied by leaders in order to ensure that law enforcement officers are still efficiently functioning despite the psychological barriers they are being faced with. On average, police officers work overtime for about 15 to 40 hours a month and some reach up to 80 hours. These are alarming numbers for these officers who are burdened with the safety of the people (Armstrong, 1996). As a result of these long work hours, police officers often go through various issues including accidents, injuries, misconduct, including citizen complaints (Vila, Morrison, and Kenney, 2002). The challenge for the leaders is to ensure that these police officers are still functioning within efficient levels under these difficult conditions. In managing fatigue, the managers can initially educate their subordinates on fatigue, its effects, its causes, and its risks. The managers can also involve their subordinates in alertness assurance programs in order to hone the ability of their subordinates to stay alert at all times in the field. These managers can also regularly emphasize on their subordinates the need for them to report for work well-rested and very much alert (Vila, et.al., 2002). In order to manage fatigue, the leaders must also learn how to manage work hours. Based on studies, as little as 17 to 19 hours of sustained wakefulness can already compromise a person’s efficiency (Williamson and Feyer, 2000). Therefore, the manager must work out a work schedule in such a way as to prevent any long work hours for each officer. The consideration for work hours must include an assessment of shift changes, overtime, and moonlighting. Policies during emergency situations must also be considered. These adjustments are meant to protect the public as well as the officers. This may pose a major challenge for managers who may find it difficult to control and implement efficiency with controlled work hours. The output of their department may be reduced and ensuring the general safety of the people against criminals can be compromised. Nevertheless, with the adequate rotation and distribution of work hours among the subordinates, the efficiency of the department may be ensured and maintained. Shift length has also to be managed by leaders. Forty hours may be distributed in different ways by managers. Some may assign this to 8 hour shifts for 5 days or the 40 hours may be worked out in less than five days depending on the shift assignment. Most managers seem to favor the compressed shifts for their subordinates because they can allow the officers to work for longer hours and shorter days and then go home to their families for a longer duration (Vila, et.al., 2002). This also allows officers longer time to manage family emergencies and even afford better housing. The commute for these officers would therefore not be too demanding and they are able to choose homes in the suburbs and away from their place of work. The 12 hour shifts however can be more difficult to manage for some leaders because it can cause stress and fatigue for some of their subordinates. However, for most subordinates, the preferred option seems to be the compressed schedules because they find better relief when they are able to spend time with their families for longer days (Vila, et.al., 2002). Shift rotations can also be a significant challenge for managers. Shift rotations are not ideal decisions to implement because it can often throw off the body’s circadian rhythm and increase the officer’s fatigue (Vila, et.al., 2002). Too frequent shift changes can be a significant challenge for these officers and therefore less frequent shift changes may be the better option for managers to implement. Despite its tricky application, shift changes still have to be implemented, especially in relation to some officers who may not work well within their shift (Vila, et.al., 2002). Nevertheless, the managers must try to avoid the frequency of these changes and only implement these to particular officers who may benefit most from it. Personnel assignment for shift works is also another consideration for managers. Ideally, it is better to let officers choose what shift to work in – day or night – because they can work best in the shift they prefer. In fact, some individuals may even be biologically suited to working at night (Vila, et.al., 2002). This makes the individuals less susceptible to stress and fatigue and more able to carry out their efficient work. It is therefore important for managers to include their subordinates in planning their shift work and hours worked. For individuals who are powerless to make a significant impact on their work and work schedules, they may be driven to anxiety, stress, and depression; in general, they may be unhappy with their work (Vila, et.al., 2002). Although it is important for managers to make their decisions based on the talent, experience, and the skills of their subordinates, there is still a significant merit in including employee preferences in decisions. Including their decisions can help significantly reduce fatigue and assist in the management of stress in an already stressful job. It is also important for managers to recognize stress, anxiety, and fatigue among their employees. It is therefore important for managers to be adequately trained in recognizing signs of stress and fatigue. Some of these signs may include irritability, hot-headedness, sleeping while on shift, frequent yawning, forgetfulness or memory lapses, and anger. Once these signs are noted among employees, it is important for managers to implement changes in shift work, ordering time off for these officers, and similar other fatigue-relieving remedies. It is also important for the managers to encourage their employees to approach sleep and rest as a safety and performance issue (Vila, et.al., 2002). It is also important for managers to implement shift changes forward, not backward because it is easier for the body to adjust to such changes. The managers must also develop policies which minimize overtime and prevent long work hours, even for those who may prefer it (Vila, et.al., 2002). Managers also need to promote a healthy lifestyle among their subordinates. A regular health check can be carried out with those presenting with health risks advised on undergoing a healthy regimen. Regularly healthy exercises and activities may also be programmed into the work setting, with basketball games, baseball games, and morning marathons made available to the subordinates (Vila, et.al., 2002). Most of all, managers must also regularly subject their employees to psychological consultations. This can be applied especially to those who may be suffering from fatigue, stress, and anxiety. These officers can then undergo therapy and counseling, as well as similar mental health assistance. Conclusion Leaders and managers of law enforcement officers have a significant challenge of managing their subordinates and ensuring the peace and safety of the general population. In order to manage law enforcement officers, various programs can be applied. One of these programs is the Leadership in Police Organizations which has gained widespread support. This is a program which seeks to ensure police participation in their own leadership. 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