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Law Enforcement - Essay Example

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Leadership and management is vastly different especially in the field of policing because of the peculiar nature of jobs in a policing organization. Leadership in the policing organization requires an emotional dimension so that police officers are follow each and every instruction given by the leader at all times. …
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Law Enforcement
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Running Heading: Law Enforcement Law Enforcement Introduction The organizational management of policing organization is different from the regular management structures we see in multinational companies. In policing organizations the role of leadership is more important as the leader serves both directive and emotional roles. Loyalty and trust have different meanings in policing organization because of the nature of policing jobs. There is a difference between leaders and managers in policing organization, as the former has referent power while the latter enjoys legitimate power. Leaders in the policing organizations are people who have gained respect from their work while managers are people who have been appointed on the basis of their skill or experience.
Managers and Leaders
Leaders and managers in the policing organization both serve different purposes. In the line of duty police officers are often risking their lives in order to protect the common people. This dangerous nature of their job makes them different from other types of employees who work for banks or other companies. Also because of the nature of jobs of police officers leadership becomes extremely important. Police officers will only follow the directives of a leader whom they respect and admire. They will risk their lives not for a person who only enjoys legitimate authority, but for a leader who has earned their respect. This is the foremost difference between a leader and a manager in policing organizations.
Another difference between leaders and managers in policing organization is the attitude with which they approach work. Managers often rely on standards and procedures, while leaders are more interested in solutions and results (Dobbs & Field, 1993). A leader is more inclined to get solutions while a manager is more focused on following standards. Leadership in the policing organizations requires quick decision making which is why standards cannot always be followed by the book (Gaines & Kappeler, 2011). Management involves making sure that every unit of the organization is working in the right manner which is quite different from leadership in the policing organizations.
Leadership in policing organization is developed through a combination of different skills like education, experience, and mentorship (Schafer, 2009). A manger is typically selected on the basis of his or her experience. This is another area where leadership and management differ in policing organization. A manager is promoted on the basis of his or her experience, and is always appointed. On the other hand a leader is developed through admiration, and enjoys referent power instead of legitimate power. This is mainly because of the emotional aspect of the job of police officers. It is important for a leader in a policing organization to motivate employees using mentorship and charisma in order to make police officers perform their duties effectively.
Conclusion
Leadership and management is vastly different especially in the field of policing because of the peculiar nature of jobs in a policing organization. Leadership in the policing organization requires an emotional dimension so that police officers are follow each and every instruction given by the leader at all times. Also a leader enjoys referent power, while a manager has only legitimate power. This is why there are many differences between leadership and management when it comes to policing organizations.
References
Dobbs, C. & Field, M. (1993). The Law Enforcement Formula. FBI Law Enforcement Bulletin, 62(8): 22-26
Gaines, L. & Kappeler, V. (2011). Policing in America. New York: Anderson Publishing
Schafer, J. (2009). Developing effective leadership in policing: perils, pitfalls, and paths forward. Policing: An International Journal of Police Strategies & Management, 32(2): 238-260. Retrieved from http://www.emeraldinsight.com/journals.htm?articleid=1795291&show=abstract Read More
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