In law enforcement, effective leadership and organizational management are paramount to ensuring the success and efficiency of police departments. This essay explores the fundamental aspects of police management, delving into the six basic management functions, the roles of law enforcement executives, and the executive styles exhibited by leaders in two case studies. Firstly, an overview of the six basic police management functions will be provided, highlighting their significance in guiding departmental operations and decision-making processes. Subsequently, the essay will delineate law enforcement executives' internal and external roles, drawing insights from Case Study 4, "Gaining Outside Commitment in Lowell, Massachusetts," and Case Study 5, "Leading Change in Riverside, California." These case studies offer valuable perspectives on how police chiefs navigate the complexities of internal management and external relations to achieve departmental objectives. Finally, the essay will examine four executive styles commonly observed in law enforcement leadership and evaluate which styles best characterize the chiefs' approaches in the abovementioned studies. Through an in-depth analysis of these key aspects of police management and leadership, this essay aims to provide insights into the …show more content…
Internally, Chief Diaz focused on implementing organizational changes to improve departmental efficiency and effectiveness. He emphasized the importance of accountability and transparency, implementing initiatives like the CompStat program to track and analyze crime data and improve resource allocation. Chief Diaz also worked to address internal challenges such as officer misconduct and disciplinary issues, implementing reforms to improve professionalism and integrity within the
Summary: With the recent resignation of Police Chief Charles Johnson, the city of Dover has received 53 applications for the vacant position. To sort through the applicants a four step process has been implemented. They include screening respondents, a review board in which the candidates will be interviewed and subsequently ranked, interview with City Manager Spanning and finally a meeting with the city council. It is upon the appointment of City Manager Will Spanning and the confirmation of the seven member city council that the position will be filled. Moreover, if a candidate is appointed by the Mr. Spanning and not approved by the council, the process will start all over again.
For the purpose of this paper, the Houston Police Department’s organizational structure will be used to illustrate the chain of command. The jail operations are designated to Strategic Operations as you can see from the diagram below, and it is overseen by the executive assistant chief, assistant chief and captain. The captain over jail operations is responsible for all three shifts at the city jail, and he assigns three lieutenants to supervise each shift (days, evenings, and nights). Within Houston’s jail facility, there are both classified officers and civilians performing various assignments and tasks. The immediate concern that was brought to attention pertains to a sexual misconduct allegation from a female inmate against a correctional
Toxic leadership, likely found in all agencies at some point, and the general awareness of toxic leaders with whom individual officers have worked, makes this a real problem for law enforcement agencies. Knowing the root and cause of this type of leadership helps develop understanding on the part of those that can effect a change in leadership within an agency. Comprehending the methods by which such environments develop and their negative impact on the agency as a whole - via individual officers’ experiences, opens the doors on hidden collusion that destroy morale.
Police: Breakdowns that allowed corruption are still uncorrected, study finds. The chief concedes that mediocrity became a way of life at all levels of the department. The Los Angeles Police Department failed time and again to take steps that might have headed off the worst corruption scandal in its history, according to a sweeping self-indictment prepared by the department's own leaders. In a letter accompanying the long-awaited Board of Inquiry report into the corruption centered in the department's Rampart Division, Police Chief Bernard C. Parks called the scandal a "life-altering experience for the Los Angeles Police Department" in which corrupt officers took advantage of lax supervision to carry out criminal acts. "We as an organization provided the opportunity," Parks wrote.
Delivering services of protection is a daunting task which the US criminal justice system has endured, however; its cordial approach to deterring crime and criminal accountability is due to many contributing factors. In addition to highly developed federal administrative agencies that oversee less inferior law enforcement department, departmental organizational effectiveness must also be considered when determining overall health of the US CJ system. In order to efficiently deliver the public’s expectations of protection and safety, the development of the CJ system encompasses decision makers from all level of government including legislative body members. However, the effectiveness of the criminal justice organization is highly dependent on federal, state, and local departmental interactions.
In conclusion, compstat as a model can be viewed in differently. From a Police Department’s perspective compstat couldn’t have come any time sooner. For the Chief Commander it could be bittersweet; bring both success, sometimes issues but might create negative vibe from his/her subordinates. But for the patrol officers compstat is what shapes his/her relationship with the community and as well as community views on their job to protect their
The leadership approaches of David Harman and Frank Viturello, have greatly affected their organization as a whole as they lead and demonstrate by example. Chief Harman and Viturello are both strong advocates of organizational leadership. What made these men stood out is their exceptional working relationship and partnership with each other regarding leadership and problem solving (Haberfeld, 2013). Both chiefs’ came from different ethnic backgrounds and experienced discrimination early in their careers and wanted to make a difference with new generations of police officers. The Chiefs’ had powerful envisions of innovative changes within their organization, and had revamped the recruitment policy in order to create ethnic diversification (Haberfeld, 2013). A criminal justice manager must select a style of leadership that will accomplish his or her mission, and most importantly, selecting a style of management that will attract qualified Asian-American applicants towards a career in law enforcement (Shusta et al.,
...al Development in Small Police Departments. International Journal of Police Science & Management, 13(3), 243-254. doi:10.1350/ijps.2011.13.3.228
Police executives play a crucial role in law enforcement agencies by providing strategic leadership, guidance, and decision making at the highest levels. These leaders are responsible for overseeing the daily operations of police departments, setting organizational goals, allocating resources efficiently, and ensuring that the agency operates in accordance with the law and best practices. The functions of police management encompass a wide range of responsibilities, including personnel management, budgeting, policy development, community relations, crime prevention, and emergency response. Effective police management is essential for maintaining public safety, promoting community trust, and upholding the rule of law. By implementing sound management
Individual accountability is indeed important to develop a strong foundation in any agency. Michael Phibbs, Sergeant on the Richmond, Virginia Police Department, published an article on the FBI Law Enforcement Bulletin titled Analyzing Organizational Performance. Sergeant Phibbs gives an insight of the effectiveness of police accountability and how holding ones accountable for their actions betters the agency. Phibbs also stated, “Employees’ level of engagement forms the foundation for this success. Collectively, personnel make the difference in life-and-death situations by expending energy and effort to protect citizens’ safety every day” (Phibbs, 2011). By providing police officers with early intervention systems, the NYPD will better the officer’s performance. As Phibbs mentions, “personnel make the difference in life-and-death situations by expending energy and effort to protect citizens’ safety every day”. The main duty of police force is to protect the community they serve, and by utilizing early intervention systems, aside issues interrupting the officer’s performance can be prevented. Early intervention systems and individual accountability go hand by hand. By evaluation an officer’s performance, the officer is in pressure of taking into account his everyday actions. An early intervention system helps on the evaluation of the officer’s performance, which will also hold him/her accountable for their
In the realm of law enforcement management, a key focus is on fostering a culture of integrity and accountability within the organization. Leaders must uphold high ethical standards, promote transparency, and hold personnel accountable for their actions. By establishing clear expectations and consequences, management can prevent misconduct and ensure that officers adhere to the law and ethical guidelines. Additionally, effective management involves promoting diversity and inclusion within the organization, as diverse perspectives and experiences can lead to more innovative solutions and foster better community relationships. By prioritizing ethical conduct, accountability, and diversity, law enforcement management can build a stronger, more
All organizations, especially law enforcement agencies, require leadership. Maintaining a dependable leadership structure is key to the success of any organization. The philosophy of the modern style of police leadership involves a leader who is strong, competitive and unreceptive to change. Police leadership is based from an autocratic style which is founded on integrity and courage, embracing teamwork, involvement and shared leadership (Cordner & Scarborough, 2010). This style of leadership works well in an emergency situation in which rapid decision making and strict control is needed. The negative aspect to this style of leadership is the inability of the organization to function with the absence of leadership.
As Lopez and Ensari (2014) claim “… autocratic leadership style is more associated with the military, and seen as old-fashioned” (p. 20). As society continues to evolve, expand, and question the interactions law enforcement professionals have with their communities the old fashioned autocratic leadership style is no longer effective. Government agencies are now reevaluating the way in which they operate within changing societal standards, and leaders within these agencies must evolve and change to accommodate their followers, the agency changes, and the communities they
If I were appointed as chief executive of a law enforcement agency depending on what the police agency needs were will depend on which one or a combination of the four executive styles I would use. Several factors will play a role in the decision-making process because as a police executive the two primary roles are managing and leading. There are two executive styles that I would adopt as a police executive of a law enforcement agency. The first executive style is the administrator style who plays an internal role in the police department. There are specific areas of emphases that the police administrator focuses on such as planning, which will consist getting ready for things that are going to occur or anticipating things that will happen
The New Zealand Police is the lead agency responsible for helping the community to decrease or reduce crime, corruption and improve the responsibility of safety and protection in New Zealand. There is a need to make changes to the police culture in order to improve the performance of their organisation. However there are three fundamental errors that need to be addressed which will be discussed in this essay. Firstly, there is a lack of an established sense of urgency which has the potential to jeopardize the future of the organization. Secondly is, not creating a powerful enough guiding coalition which means there is a lack of communication which resulted in an absence of leadership and teamwork from frontline staff to national headquarters. Finally, an undercommunicating the vision by a factor of ten that organisation leader needs to communicate visions and strategies. These three errors are relevant as they are pivotal in the implementation of a managing change programme. Recommendations are also provided to improve on how the New Zealand Police can be enhanced within a management perspective.