This essay will discuss how I have personally managed some of the difficulties of transitioning between the positions of constable on a shift, moving to the position of a shift supervisor (acting sergeant), returning as a member on the same shift and working beside the same shift colleagues. I will discuss the issues that I have faced, such as the leadership transition, human resource management and how I was able to influence my peers, both inexperienced and experienced. I will reflect on leading and mentoring my colleagues and how this can assist the transition from shift member to a supervisor. I will also discuss the common issues that I have faced when working alongside my colleagues, after the transition from supervisor to shift member. …show more content…
Different shifts and individuals that have a different personality and culture that I would describe as different to mine. As described by Christopher, police occupational culture is ‘extremely powerful, entrenched, and hidden’ (2015). So from a supervisory perspective, leading a different shift does require reflection on how I would lead them and their members. They were required to reflect if they are on the right track regarding, policy and procedures. As a supervisor you may also not be aware of some of the training, operational and importantly personal issues or problems that an individual may be having, until you lead them directly and have a supervision …show more content…
Again, there are difficulties with leading experienced constables, as I found that they may be more experienced in certain areas or have had more time in the area I was working at. They may question some of my decisions, or in fact provide timely advice about the people that I was dealing with in that location. Transitional leadership is important in this case, as a leader has to tailor their style of leadership to the makeup of an experienced team. As described in the study by (Standing Bear, 1986) in the paper by Campbell and Kodz, a leader who may alter their leadership (situational leadership) to the mature group is perceived to be more effective (2011). As previously discussed, I found that different styles of leadership are important.
For example, when leading a shift of mainly inexperienced officers, transformational leadership might suit me as I was focusing on inspiring followers and placing their self-interest aside for the good of the organisation. This included emphasising the value of organisational goals, mobilising the efforts of followers to implement change, and setting a moral example that builds on the ethical motives of followers. This also included when working in a more experienced group of officers, so I could inspire their values and beliefs in the organisation. (Pearson-Goff & Herrington,
“..the transformational leader articulates the vision in a clear and appealing manner, explains how to attain the vision, acts confidently and optimistically, expresses confidence in the followers, emphasizes values with symbolic actions, leads by example, and empowers followers to achieve the vision (Yukl, 2002)
Transformational leadership describes a leader moving followers beyond immediate self-interests through idealized influence (charisma), inspiration motivation, intellectual stimulation, or individualized consideration. Transformational leaders are change agents. They influence the mission and objectives to make way for a brighter future for the organization. Followers are motivated to do more than is originally expected because of their feelings of trust and respect for the leader.
UK police are one of the professional police around the world and for their professionalism, commitment, motivation and commitment of supply for their activities and the country as a whole known. Like any other force, they take the motivation to continue their level of commitment. Depending upon the level of organization, there are a number of motivational factors and theories that maintain this level of motivation at the top of the world, but there is another factor, which provides a roadmap for organizations in terms of professional obligations. This is leadership.
Overall , Law Enforcement officers have a lot to deal throughout their career. Policing has changed in last 50 years with Society, culture, advanced technology and much more constantly changing. Police can be judged within seconds around the world on social media with the advancement of technology. Policing has changed This is why they must do a lot more training and more.
Leaders will act as role models to inspire their followers. Besides, the leader will challenge the followers to take a greater ownership of their work. Transformational leaders normally understand follower’s strength and weakness so that the leader will not affect their performance when allocating task for them. Nevertheless, transformational leadership can inspire or motivate followers to achieve a better result compared to originally planned (Mihhailova, 2014).
There can be an upside to shift work, but it often takes a lot of getting used to. The Stereotypes There are so many stereotypes about police officers out there, and television and movies often do more harm than good. All too often, cops are portrayed as big, dumb knuckle draggers or gung-ho head thumpers, but in truth so many are smart, compassionate and caring people who really do want to help others and make a difference in their communities. Unfortunately, those stereotypes lead to a lot of misperceptions and misunderstanding about police officers. The Myths To a lot of police officers, it often seems like anyone who 's seen an episode of Cops or taken a class in criminology is suddenly an expert on all things related to law enforcement. Because of that fact, a lot of myths are floating around out there that, frankly, make their jobs that much harder. For instance, people will insist that they can 't be arrested unless they 're read their rights. In fact, police don 't have to read you your rights unless they are questioning you. Nonetheless, the myth persists and people will scream, yell and even try to fight if what they think should be happening doesn 't go down the way they saw it
This paper is an attempt to articulate the organizational change that is taking place within the Police Department and how the existing norms, culture, and organizational profile affect the desired change, as well as the resistance to change that might be affecting the change agent and the personnel affected by the change.
The front line officers are resisting the change because they believe that the changes that are being put forward don’t relate to what needs to be changed. The officers believe that the higher management of the organisation don’t understand the problems that frontline officers are facing; therefore they can’t properly handle the situations. Frontline staff also believe that officers are only getting promoted to higher management because they know how to “Play the system” not due to their own merit within the field, this belief is causing controversy within the system when management suggests change officers at the frontline are disagreeing as they believe that management don’t understand how the change will effect people at the frontline. One of the frontline officers that answered the survey conducted in 2010 concerning the relationship between frontline staff and national headquarters said that the only people he trusted were his mates and the colleagues he worked with, this result shows the distrust that frontline staff has for the upper management of the police force. Another response from the same survey was, “the commissioner and all his inspector mates in bullshit castle at headquarters should get back on the street and get a reality check. And I’ve heard this sort off directive before a...
Transformational leadership is one of the most popular leadership styles. According to Kendrick (2011), “Transformational leadership involves four factors: 1. idealized influence, 2. inspirational motivation, 3. intellectual stimulation, and 4. individual consideration.” These four factors make transformational leadership have an impact on followers. The goal of transformational leadership is to cause a positive change in individuals, help motivate them, and develop a leader within each individual.
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.
In the policing profession the work environment needs excellence. A single incident such as mike brown’s case, Rodney king’s case and Kathryn Johnston’s case can send a shockwave across the nation and have a devastating effect. In such a time as now that police misconduct is so strongly intolerated, it is important that officers remain sharp, excellent and integral in their work, along with leaders providing their best effort to minimize stress in the work environment as well as provide positive support to the officers. In today’s policing the work is driven by numbers, numbers of arrest, numbers of weapons recovered, number of drug bust, and numbers of tickets given out, such quotas having to be met can lead to less integrity in the work place. The lack of integrity and high stress factors that are combined in the work environment can lead to corruption among police in their work.
Training the police on healthy sleeping is also important. Shift Work Police shift may also lead to police stress. It is important that the police are trained on how to handle shifts. The schedules should also be made in a way that promotes police wellness.
If you decide to become a Police officer you must be available for shift work at any time of day and any day of the week, including holidays. Some Shifts can be longer than the standard eight-hour office day. The routine of the job can also be dangerous, as well as physically and e...
Transformational leadership focuses on what the leader can accomplish instead of his personal characteristics and how his relationship with others. This leader “helps to bring about major, positive changes by moving group members beyond their self-interests and toward the good of the group, organization, or society (Dubrin, 2007, p. 84). The essence of this leader is to develop and transform people.
When I was about three or four, my parents had both their church and my grandparent’s church pray over me. My mother is fond of telling this story to me because we’re a religious family, and she says that it sets up a good example of what prayer can really do. She told me that most of the congregation had laid their hands on me, one by one, to pray that God would change me into a more kind and loving child. Whenever I think back on that particular story, the song “The Power of Love” sung by Huey Louis, always runs through my mind, and reminds of the power of love my family had for me.