Leadership in a Law Enforcement Organization - Research Paper Example

 Leadership in a Law Enforcement Organization Introduction The most prominent law enforcement organization in our society is police, hence in discussing the supervisory issue of leadership in a law enforcement organization, the police department can be considered as most important and functionally critical to our contemporary democratic and federative system. Successful police leaders turn out to be skilled at respond­ing to social, legal, and organizational challenges. Similar to other organizations, the police agencies too must poise faithfulness and predict­ability along with adaptability and change (Batts, Smoot and Scrivner 2012). Contextually, after the 9/11 Terrorist Attacks on the United States, organized crime has achieved more dangerous and morbid dimensions since the various terrorist and smuggling outfits are now extensively operating from foreign bases. Unlike the pre-existing Cold War environment, today’s socio-political threats are characterized by religious fanaticism, terrorist agenda, and cyber crimes. Brief Discussion on Leadership The ways in which leaders in a law enforcement organization seek to manage administration and personnel are very much linked to the functional order and hierarchy of police agencies. Their organizational structure resemble to the various factories and firms that rose to prominence after the first industrial revolution (Batts, Smoot and Scrivner 2012, p. 18). Therefore, generalized definitions on leadership and management can be applied to a law enforcement organization too. For example, leadership can be transactional so as to find excellence through standard practices and goal oriented commandments. On the other hand, transformational leadership depends on the personal character and credibility of the leader himself/herself (Bass 1985). In sum, corporate level leadership theories can be exploited to develop competent leadership models that can help a law enforcement organization to become more flexible, productive, and adaptive. To achieve this end, police leaders must consider innovative behavioral strategies, psychological knowledge, forensic technologies, and improved weapons. Leadership in the Context of Law Enforcement The National Center for Victims of Crime visualizes law enforcement as a key component of the criminal justice system, along with the other components such as “prosecution, defense attorneys, courts, and corrections” (National Center for Victims of Crime, 2008, p. 1). But law enforcement is the component which is vested with the responsibility of maintaining law and order. It also facilitates apprehension of criminals and the potentially criminal elements. This component of the criminal justice system is usually controlled by security personnel. However, with the lapse of time and empowerment of democratic institutions, management has also become necessary to efficiently and effectively regulate the law enforcing bodies (Scrivner, 2010). Traditionally, leadership in police departments has been modeled according to the perspective of command and control along with related disciplinary measures that were almost identical to those of the military platoons. The concept of setting hierarchies was also burrowed from the organization of manufacturing units and factories in the aftermath of industrial revolution (Batts, Smoot and Scrivner, 2012). But in the contemporary environment, authorities utilize a range of methods to have power over certain practices, behaviors, and propensities in general. The authoritative presence is varied across different states in the federation and also according as different levels of the administration. Therefore, synchronization of different parameters in maintaining law and order has become important. Moreover, accountability and transparency have to be practiced in order to achieve more public confidence. Advent of new technologies and forensic research calls for more technically sound personnel and versatile police training programs. These are some of the new challenges in the way of strengthening and implementing police leadership models (Weisburd and Neyround, 2011). Moreover, induction of young generation recruits in the police force and increased retirement rates of the aged police personnel in the recent days call for more flexibility and adaptation as per the requirements of the future and aspirations of the youth. The main challenge is welcoming flexible management practices without losing discipline and physical fitness. The new generation is probably going to cultivate more democratic values and advocate more staff participative practices. These practices would involve police unionization, training facilities, knowledge management, and fighting new type of pervasive threats like cyber crime, terrorism, etc. (Rein, 2010) Desired Changes in Leadership Practices There are various desired changes to be made in leadership practices as far as the law enforcing organizations such as the police forces are concerned. Administering a law enforcement organization is based on codified rules on to the specific laws. Additionally, the government also seeks to police citizens, immigrants, and tourists to ensure that they do not violate the terms of law, and practice proper customs and guidelines. There is an increased need on the part of the police to understand modern forensic techniques, laws, and aspirations of the general populace. Law enforcement officers must participate in the police administration and criminal justice mechanisms both proactively and interactively. If a law enforcement agency is to be made suitable for today’s democratic society and expectations, participative management and orientation to public accountability are highly imperative. These goals cannot be achieved if we don’t train the law enforcement officers following supple and futuristic leadership models. (Scrivner, 2010) Importantly, while making the concluding remarks on police leadership challenges, Batts, Smoot and Scrivner (2012, p. 18) state: “Today’s police leaders were trained to operate in an ingrained bureaucratic structure. This train­ing, the resulting organizational culture and fixed attitudes present conditions similar to those in the auto industry a few short years ago. Many police leaders, however, have seen the need to alter these traditions in favor of becoming more flexible and adaptive to the world we currently live in and to the people with whom we work.” The efforts of these futuristic leaders would likely pivotal in preventing functional failure in law enforcement organizations comparable to what has taken place in some private sector production and manufacturing segments. Contemporary lead­ers and visionaries of the future will continue to call for “a strong foundation anchored in the values of credibility, truth, high ethical standards and sound morals.” (Batts, Smoot and Scrivner 2012, p. 18) Conclusion Although the police administration is striving to standardize their operations, most of their leaders identify and acknowledge the fluid social context inside which the law enforcement personnel have to operate. A comprehensive police leadership development model in the context of a law enforcement organization must be based on participative management and more democratic practices. This will help the police to eliminate command and control type of operational structure. Moreover, induction of modern managerial practices and adaptation with new technologies are not possible if police leaders are not permitted to adopt more flexible and community oriented techniques of management. The increased umber of new recruits should be addressed with professional training programs keeping in mind the complicated nature of new criminal threats and appropriate forensic techniques. References Bass, B. M. (1985). Leadership and Performance. New York, Free Press. Batts, A. W., Smoot, S.M. and Scrivner, E. (2012). Police Leadership Challenges in a Changing World. New Perspectives in Policing Bulletin. Washington, DC: U.S. Department of Justice, National Institute of Justice, 2012. NCJ 238338. Retrieved on 11th October, 2012 from https://ncjrs.gov/pdffiles1/nij/238338.pdf/ National Center for Victims of Crime (2008). Get Help: The Criminal Justice System. Washington D.C.: Author. Rein, L. (2010). Next Gen Finds Its Place in Federal Workforce. Washington Post (August 7), A1-A4. Scrivner, E. (2010). Practitioner Perspectives: Community Policing in a Democracy, ed. A.A. Pearsall and J.E. Beres. Washington, D.C.: U.S. Department of Justice, Office of Community Oriented Policing Services. Weisburd, D., and Neyroud, P. (2011). Police Science: Toward a New Paradigm. New Perspectives in Policing Bulletin. Washington, D.C.: U.S. Department of Justice, National Institute of Justice. NCJ 228922. Read More