Iannone Chapter 3: Leadership, Supervision, and Command Presence

When should a leader Commend good work? When should he criticize bad work?

"Commend in PUBLIC, but criticize in PRIVATE"

"Situational leadership is based on an interplay among (1) the amount of ____________ and ________________ (task behavior) a leader gives; (2) the amount of ________________ support (relationship behavior) a leader provides; and (3) the _____________ ('maturity') level that followers exhibit in performing a specific task, function, or objective.

"Situational leadership is based on an interplay among (1) the amount of guidance and direction (task behavior) a leader gives; (2) the amount of socio-emotional support (relationship behavior) a leader provides; and (3) the readiness ('maturity') level that followers exhibit in performing a specific task, function, or objective.

1-MINUTE PRAISING TECHNIQUE: 1. Tell people ____________ that you are going to let them know ___________________________________________. 2. Praise people ___________________. 3. Tell people what they did __________-- be _______________. 4. Tell people __________________________ about what they did right and how it _________________________________ and the _______________________ who work there. 5. Stop for a _________________________________ to let them "______" how good you feel. 6. Encourage them to do ________________________. 7. _____________________, or touch in an appropriate manner, that makes it clear that you __________________________ within the organization. "Feedback is the breakfast of champions" 1-minute Reprimanding AND 1-minutes goal-setting techniques similar to above are recommended.

1-MINUTE PRAISING TECHNIQUE: 1. Tell people UPFRONT that you are going to let them know HOW THEY ARE DOING. 2. Praise people IMMEDIATELY. 3. Tell people what they did RIGHT-- be SPECIFIC 4. Tell people HOW GOOD YOU FEEL about what they did right and how it HELP THE ORGANIZATION and the OTHER PEOPLE who work there. 5. Stop for a MOMENT OF SILENCE to let them "FEEL" how good you feel. 6. Encourage them to do MORE OF THE SAME. 7. SHAKE HANDS, or touch in an appropriate manner, that makes it clear that you SUPPORT THEIR SUCCESS within the organization. "Feedback is the breakfast of champions" 1-minute Reprimanding AND 1-minutes goal-setting techniques similar to above are recommended.

Command Presence qualities

1. Complete command of mental and physical capabilities. 2. Dignity 3. self-assurance 4. Poise

Most common mistakes in order giving (4)

1. Using indistinct speech/poor word selection 2. Giving orders in disordered/haphazard manner 3. Giving too many orders at one time, or too much detail in one order 4. Neglecting follow up

A True leader is recognized as such formally and ________ leadership authority by the ________. The grant of authority by the ______________ is the only REAL source of authority.

A true leader recognized as such formally and granted leadership authority not only by the organization but also by the subordinates. The grant of authority by the subordinates is the only real source of authority.

AVOIDANCE OF GENDER BIAS AND HARASSMENT: Supv's must have exceptional __________ ___________ and __________________ especially with subordinates of the ________________ ________. The most common acts alleged as a basis for charges of harassment: Unjust favoritism Improper advances/physical contact/verbal or body language Rude/discourteous language Deprivation of entitlements (assignments promotions etc) Unfair evaluations Demotions Deprivation of merit salary increases Discharges Salary reductions Any hostile environment creating acts Sexual harassment in the workplace is prohibited by _____________ _________ (29 CFR 1604) and it may also be litigated as a ___________ ____________ violation (Title 42, Section 1983). Supv must investigate ______ harassment complaints and take __________ action.

AVOIDANCE OF GENDER BIAS AND HARASSMENT: Supv's must have exceptional COMMON SENSE and INTROSPECTION especially with subordinates of the OPPOSITE SEX. The most common acts alleged as a basis for charges of harassment: Unjust favoritism Improper advances/physical contact/verbal or body language Rude/discourteous language Deprivation of entitlements (assignments promotions etc) Unfair evaluations Demotions Deprivation of merit salary increases Discharges Salary reductions Any hostile environment creating acts Sexual harassment in the workplace is prohibited by FEDERAL LAW (29 CFR 1604) and it may also be litigated as a CIVIL RIGHTS violation (Title 42, Section 1983). Supv must investigate ALL harassment complaints and take PROMPT action.

Although the proper use of punishment as a negative motivator has withstood the test of time, it must be used reasonably, fairly, and consistently or it will produce resentment, frustration, hostility, bitterness, and _________ performance, with the ____ morale that accompanies these reactions.

Although the proper use of punishment as a negative motivator has withstood the test of time, it must be used reasonably, fairly, and consistently or it will produce resentment, frustration, hostility, bitterness, and marginal performance, with the low morale that accompanies these reactions.

Every leader should possess the following traits: AFFECTIVE MM

Ambition Friendliness (sincerity, affection) Faith Enthusiasm for the job Courtesy Technical Skill Intelligence Verbal Aptitude Energy and vitality Moral/Physical Integrity Modesty

Every leader should possess the following traits: Ambition - Within reason, however must be _________________. Never should be taking __________ from another. Never should ________ and _______ be allowed. Friendliness (s__________, a__________)- N___________ or pessimistic should NEVER be shown. A sincere expression of pleasure when _________ someone is immeasurable. Incl. acknowledgement of big events (bdays weddings etc). Faith - Faith and confidence in ____________ and their subordinates. employees will never have confidence in someone who has no __________________. Enthusiasm for the job- Ability to display ___________ is vital. doing the right thing and getting the job done is very _______________. Courtesy - P__________________ is a civility that must be practiced at ______ times. Technical Skill - Most successful leaders have ________________ mastery of the job, including, the T_____________ skill, which often takes place of _____________ giving, but leadership proficiency is NOT dependent on technical ability to do the job itself. Supervisors must have __________________ understanding of what the job REQUIRES and have a _______________ of the leadership abilities necessary for getting it done. Intelligence - Leaders must have more intelligence than those they lead. Leaders must have a sense of I______________ and H________, and are capable of making ________________ observations. Leaders MUST have a Q_______________ attitude to help search for the truth in all matters including V_______ and I________. Leaders must have highly developed abilities to see ALL sides of a question and draw C_______________________ conclusions from evidence at hand. Verbal Aptitude - Most leaders are verbally capable. They are P___________ and T____________, and these attributes are crucial in dealing with others WITHOUT generating _____________. Energy and vitality - Being a good leader requires ____________ stamina and high _______________ tolerance. Good leadership and _______ _______ go hand in hand. D___________ and I_________ are essential to effective leadership. Moral/Physical Integrity - Have a sense of direction, purpose with CLEAR ________ in mind. They know where they want to go and what they want to do. Pursue __________ at all times. They do NOT make promises they do not intend to keep bc their word is their bond. It is more important to be T_________ and R_____________ than L_______. Theyre expected to be H_____________ and be fair without prejudice. Theyre expected to keep their ___________- and professional life above reproach. "Our Values - the core beliefs that drive our ____________ - determine our C____________, E__________, and our P____________ as a leader." Modesty - Real leaders can afford to be modest and practice H_____________. Their _______________________ will attest to their value without having to remind others of their greatness. In addition, characteristics of S____-C________, D_____________, V___________, and A________________ are found in the most successful leaders.

Ambition - Within reason, however must be CONTROLLED. Never should be taking CREDIT from another. Never should SELFISHNESS and VANITY be allowed. Friendliness (SINCERITY, AFFECTION)- negative or pessimistic should never be shown. A sincere expression of pleasure when GREETING someone is immeasurable. Incl. acknowledgement of big events (bdays weddings etc). Faith - faith and confidence in THEMSELVES and their subordinates. employees will never have confidence in someone who has no SELF-CONFIDENCE. Enthusiasm for the job- ability to display SINCERITY is vital. doing the right thing and getting the job done is very CONTAGIOUS. Courtesy - POLITENESS is a civility that must be practiced at ALL times. Technical Skill - Most successful leaders have TECHNICAL mastery of the job, including, the TEACHING skill, which often takes place of ORDER giving, but leadership proficiency is NOT dependent on technical ability to do the job itself. Supervisors must have REASONABLE understanding of what the job REQUIRES and have a MASTERY of the leadership abilities necessary for getting it done. Intelligence - Leaders must have more intelligence than those they lead. Leaders have a sense of IMAGINATION and HUMOR, and are capable of making OBJECTIVE observations. Leaders MUST have a QUESTIONING attitude to help search for the truth in all matters including VISION and INSIGHT. Leaders must have highly developed abilities to see ALL sides of a question and draw COMMONSENSE conclusions from evidence at hand. Verbal Aptitude - Most leaders are verbally capable. They are PERSUASIVE and TACTFUL and these attributes are crucial in dealing with other WITHOUT generating FRICTION. Energy and vitality - Being a good leader requires PHYSICAL stamina and high FRUSTRATION tolerance. Good leadership and HARD WORK go hand in hand. DILIGENCE and INDUSTRY are essential to effective leadership. Moral/Physical Integrity - Have a sense of direction, purpose with CLEAR GOALS in mind. They know where they want to go and what they want to do. Pursue TRUTH at all times. They do NOT make promises they do not intend to keep bc their word is their bond. It is more important to be TRUSTED and RESPECTED than LIKED. Theyre expected to be HONORABLE and be fair without prejudice. Theyre expected to keep their PERSONAL and professional life above reproach. "Our Values - the core beliefs that drive our BEHAVIOR - determine our CHARACTER, ETHICS, and our POTENTIAL as a leader." Modest- Real leaders can afford to be modest and practice HUMILITY. Their accomplishments will attest to their value without having to remind others of their greatness. In addition, characteristics of Self Control, Dependability, Versatility, and Adaptability are found in the most successful leaders.

Autocratic Leader: When bold, __________ action is indicated, autocratic leaders are most likely to succeed, provided they have the capacity to make sound, work-able decisions. They rule through ______ and _____.

Autocratic Leader: When bold, rapid action is indicated, autocratic leaders are most likely to succeed, provided they have the capacity to make sound, work-able decisions. They rule through fear and threat.

By avoiding inconsistent and arbitrary ___________ ___________, subordinates' confidence and respect can be gained, which is vital in the process of _____________.

By avoiding inconsistent and arbitrary supervisory practices, their confidence and respect can be gained, which is vital in the process of motivation.

CHAPTER 3 SUMMARY: 1. Organizational effectiveness is largely dependent on the degree to which supv skillfully apply sound principles in DAILY operations and must realize by LONG-TERM scientific techniques of leadership and supervision. 2. True leadership status must be earned by devoting time to the DEVELOPMENT OF LEADERSHIP TRAITS. The only real authority they have is that which is GRANTED TO THEM BY SUBORDINATES. The best leaders are the BEST SUBORDINATES since ppl cannot order and direct orders until they have learned to RECEIVE AND FOLLOW ORDERS THEMSELVES. 3. There is no single type of leader. Perhaps the single most ability that best marks good leaders is the ability to MAINTAIN A HIGH LEVEL OF DISCIPLINE, MORALE, AND ESPRIT DE CORPS. These conditions are brought about by a COMMON-SENSE approach and by understanding the FUNDAMENTALS of good supv'ery practices. 4. Nowhere are the above psychological factors more important than in GIVING THE ORDERS. Supv should recognize the MANNER of giving an UNPOPULAR order is often more resented than THE ORDER ITSELF. If it is framed as a request, it will most often be ACCEPTED without resentment. In some instances when exigent circumstances exist, orders must be given as DIRECT COMMANDS. Implied or suggested orders may be used effectively with RELIABLE AND EXPERIENCED EMPLOYEES; they should not be used with INEXPERIENCED OR UNDEPENDABLE WORKERS. On occasion, supv will call for volunteers to perform DANGEROUS OR DISAGREEABLE tasks that the supv cannot or should not perform themselves. When asking for volunteers, supv must exercise care that it does not become a means of ESCAPING A DISAGREEABLE JOB THAT IS MEANT FOR THE SUPV. Order giving is very complex and the leader's MANNER, GESTURES, and INFLECTIONS, and the TIME AND PLACE in which the order is given will affect the reactions of the subordinates. UNCERTAIN language should be avoided because it will often be interpreted as INDECISION. 5. Good leaders will CRITICIZE when necessary but only after they have OBTAINED ALL OF THE FACTS THEY CAN and they will only DO SO IN PRIVATE with rare exceptions. Whenever possible, leaders will PRAISE EMPLOYEES PUBLICLY and SINCERELY where credit or recognition is earned. 6. The most effective supv will motivate subordinates through a system of POSITIVE INCENTIVES that provide recognition when deserves, praise when merited, opportunities for personal development, challenging work, and fair treatment, but supv wilL avoid as far as possible those negative factors that induce performance through FEAR AND INTIMIDATION

CHAPTER 3 SUMMARY: 1. Organizational effectiveness is largely dependent on the degree to which supv skillfully apply sound principles in DAILY operations and must realize by LONG-TERM scientific techniques of leadership and supervision. 2. True leadership status must be earned by devoting time to the DEVELOPMENT OF LEADERSHIP TRAITS. The only real authority they have is that which is GRANTED TO THEM BY SUBORDINATES. The best leaders are the BEST SUBORDINATES since ppl cannot order and direct orders until they have learned to RECEIVE AND FOLLOW ORDERS THEMSELVES. 3. There is no single type of leader. Perhaps the single most ability that best marks good leaders is the ability to MAINTAIN A HIGH LEVEL OF DISCIPLINE, MORALE, AND ESPRIT DE CORPS. These conditions are brought about by a COMMON-SENSE approach and by understanding the FUNDAMENTALS of good supv'ery practices. 4. Nowhere are the above psychological factors more important than in GIVING THE ORDERS. Supv should recognize the MANNER of giving an UNPOPULAR order is often more resented than THE ORDER ITSELF. If it is framed as a request, it will most often be ACCEPTED without resentment. In some instances when exigent circumstances exist, orders must be given as DIRECT COMMANDS. Implied or suggested orders may be used effectively with RELIABLE AND EXPERIENCED EMPLOYEES; they should not be used with INEXPERIENCED OR UNDEPENDABLE WORKERS. On occasion, supv will call for volunteers to perform DANGEROUS OR DISAGREEABLE tasks that the supv cannot or should not perform themselves. When asking for volunteers, supv must exercise care that it does not become a means of ESCAPING A DISAGREEABLE JOB THAT IS MEANT FOR THE SUPV. Order giving is very complex and the leader's MANNER, GESTURES, and INFLECTIONS, and the TIME AND PLACE in which the order is given will affect the reactions of the subordinates. UNCERTAIN language should be avoided because it will often be interpreted as INDECISION. 5. Good leaders will CRITICIZE when necessary but only after they have OBTAINED ALL OF THE FACTS THEY CAN and they will only DO SO IN PRIVATE with rare exceptions. Whenever possible, leaders will PRAISE EMPLOYEES PUBLICLY and SINCERELY where credit or recognition is earned. 6. The most effective supv will motivate subordinates through a system of POSITIVE INCENTIVES that provide recognition when deserves, praise when merited, opportunities for personal development, challenging work, and fair treatment, but supv wilL avoid as far as possible those negative factors that induce performance through FEAR AND INTIMIDATION.

Commendations and Praise by the Leader: A few words of commendation/praise, sincerely given when ___________, will induce continued good performance. "Commend in PUBLIC, but criticize in PRIVATE" Criticism, like commendation, should NOT be _____________ when it is needed. It can be Constructive or Destructive depending on the ___________________________________________. Supervisors often are too busy at seeing the job done that they sometimes fail to see _______ ______ it and give __________ when it is deserved. One of the most frequent complaints from workers: Criticism comes R___________ but Praise comes S__________. However, Complimenting or giving praise when it is NOT merited will __________ its value and is __________ effective. Therefore, insincere commendation soon loses it motivational effect. ** The most skillful supervisor will strike a balance between C__________________ criticism when its needed and PRAISE when it is ______________.

Commendations and Praise by the Leader: A few words of commendation/praise, sincerely given when MERITED, will induce continued good performance. "Commend in PUBLIC, but criticize in PRIVATE" Criticism, like commendation, should NOT be NEGLECTED when it is indicated. It can be Constructive or Destructive depending on the MANNER employed when dispensing it. Supervisors often are too busy at seeing the job done that they sometimes fail to see WHO DOES it and give CREDIT when it is deserved. One of the most frequent complaints from workers: Criticism comes READILY but Praise comes SELDOM. However, Complimenting or giving praise when it is NOT merited will DILUTE its value and is RARELY effective. Therefore, insincere commendation soon loses it motivational effect. ** The most skillful supervisor will strike a balance between CONSTRUCTIVE criticism when its needed and PRAISE when it is EARNED.

Criticism and Reprimands by the Leader: Supervisors often make the mistake of NOT giving _______________ ____________ when it is due. The subordinates must come to understand that WHEN the supervisor says something regarding work expectations, they _____________________. Without this, the supervisor will LOSE their position of leadership by default. Supervisors should _________ lose their temper and become angry/hostile when Reprimanding subordinates NOR should they E____________ or O___________ the reason for the criticism. Effective _____________________ skills combined with effective ____________________ skills, will allow supervisors to "punish without drawing blood" Supervisors should face issues squarely and inform in ______________, the employee of their unacceptable behavior without E______________, A______________, or S______________. The employee should then be given an opportunity to make a positive response concerning the issue and to save face. The response should be structured by the supervisor so that it contains some ________ for ________________. A "_______" intelligent approach rather than a "________" one tends to REDUCE push-back or resistance to criticism...the object of which is to bring about __________________, not to produce resentment or hostility.

Criticism and Reprimands by the Leader: Supervisors often make the mistake of NOT giving FORTHRIGHT CRITICISM when it is due. The subordinates must come to understand that when the supervisor says something regarding work expectations, they REALLY MEAN IT. Without this, the supervisor will lose their position of leadership by default. Supervisors should NEVER lose their temper and become angry/hostile when Reprimanding subordinates NOR should they EXAGGERATE or OVERSTATE the reason for the criticism. Effective COMMUNICATION skills combined with effective INTERPERSONAL skills, will allow supervisors to "punish without drawing blood" Supervisors should face issues squarely and inform in PRIVATE, the employee of their unacceptable behavior without EQUIVOCATION, APOLOGY, or SARCASM. The employee should then be given an opportunity to make a positive response concerning the issue and to save face. The response should be structured by the supervisor so that it contains some PLAN for IMPROVEMENT. A "SOFT" intelligent approach rather than a "HARD" one tends to reduce push-back or resistance to criticism...the object of which is to bring about IMPROVEMENT, not to produce resentment or hostility.

DECISION MAKING: Decision-making is one of the most ________________ functions that a supv performs. It is ________________ that supv develop their ability to draw conclusions from __________ and to ____________ to that ______________ unless it is certain that it is made ________________. Even if they occasionally make the wrong decision, the fact that they have taken positive action when action is indicated it usually better than if they had ________ _________ _____________ at all. ________________ has a stabilizing influence on subordinates. Indecisiveness is easily perceived and tends to destroy ______________ and lower ___________ for a supv. The decision making process involves several steps: (AFEAD CF) 1. ____________________ that ________________ problem exists. (Understanding _________________ and ________________ that _________ problem exists. Be careful not to answer the ______________ question by viewing a problem that is not the ___________ problem. To deal with an apparent problem without knowing that its merely a ____________ of the real one may result in an _____________ solution to the _________ problem or an inappropriate solution to the ___________ problem.) 2. ____________ obtained. (_______________ of others may be needed as supportive data when ________________ decisions are involved.) 3. _____________ and _____________ facts/opinions. (The ____________ of the data must be __________, just as the ______ themselves.) 4. _______________ ________________ decided. (_______________ ________________ leading to a ____________ conclusion should be decided on, and probable ______________ of each should be weighed. Possible conflicts among those who ______ ______ ______________ the decision should be considered. The ______________ of each alternative should be considered to determine the best course of action.) 5. _______________ is made. (__________________ must be selected among the alternative solutions. Supv must consider the _________ and _____________ of the _____________ and to the __________-_______ ___________ from choosing one alternative over another. The pros and cons should be carefully considered. Sometimes a secondary option might be necessary as a contingency measure in the event the primary decision is found to be __________________ or cant be followed bc of _________________ circumstances.) 6. __________________ decision to the subordinates that are _____________ _______ _______. 7. ______________ _______ to check and evaluate ____________. (This procedure may indicate the _____________ of the decision in changing _______________, altering ______________, improving ______________, or revealing _________________ needs.)

DECISION MAKING: Decision-making is one of the most FREQUENT functions that a supv performs. It is IMPERATIVE that supv develop their ability to draw conclusions from FACTS and to STICK to that DECISION unless it is certain that it is made IMPROPER. Even if they occasionally make the wrong decision, the fact that they have taken positive action when action is indicated it usually better than if they had NOT TAKEN ACTION. DECISIVENESS has a stabilizing influence on subordinates. Indecisiveness is easily perceived and tends to destroy CONFIDENCE and lower RESPECT for a supv. The decision making process involves several steps: (AFEAD CF) 1. AWARENESS that REAL problem exists. (Understanding RAMIFICATIONS and RECOGNITION that REAL problem exists. Be careful not to answer the WRONG question by viewing a problem that is not the REAL problem. To deal with an apparent problem without knowing that its merely a SYMPTOM of the real one may result in an INCORRECT solution to the REAL problem or an inappropriate solution to the WRONG problem.) 2. FACTS obtained. (OPINIONS of others may be needed as supportive data when SUBJECTIVE decisions are involved.) 3. EVALUATE and ANALYZE facts/opinions. (The SOURCE of the data must be TESTED, just as the facts themselves.) 4. ALTERNATIVE APPROACHES decided. (ALTERNATIVE APPROACHES leading to a LOGICAL conclusion should be decided on, and and probable CONSEQUENCES of each should be weighed. Possible conflicts among those who ARE TO IMPLEMENT the decision should be considered. The EFFECT of each alternative should be considered to determine the best course of action.) 5. DECISION is made. (DECISION must be selected among the alternative solutions. Supv must consider the TIME and SETTING of the DECISION and to the LONG-TERM RESULTS from choosing one alternative over another. The pros and cons should be carefully considered. Sometimes a secondary option might be necessary as a contingency measure in the event the primary decision is found to be UNWORKABLE or cant be followed bc of UNFORESEEN circumstances.) 6. COMMUNICATE decision to the subordinates that are CARRYING IT OUT. 7. FOLLOW UP to check and evaluate RESULTS. (This procedure may indicate the EFFECT of the decision in changing ATTITUDES, altering PERFORMANCE, improving MORALE, or revealing TRAINING needs.)

DRAWING CONCLUSIONS: The supv who jumps to a conclusion before knowing pertinent facts will find his conclusions more often ________ than ___________. Supv must ascertain the TRUE explanation of something rather than accept the offered one for a particular type of ____________________ affecting a subordinates performance.

DRAWING CONCLUSIONS: The supv who jumps to a conclusion before knowing pertinent facts will find his conclusions more often WRONG than RIGHT. Supv must ascertain the TRUE explanation of something rather than accept the offered one for a particular type of BEHAVIOR affecting a subordinates performance.

Democratic or Participatory Leader: Supervisors who lead democratically, seeking ______ and ____________ from their subordinates and allowing them to ______________ in decision-making that affects them, by and large secure the best results as leaders. In ______________ or _______ situations, purely democratic leadership will work poorly.

Democratic or Participatory Leader: Supervisors who lead democratically, seeking ideas and suggestions from their subordinates and allowing them to participate in decision-making that affects them, by and large secure the best results as leaders. In emergent or unusual situations, purely democratic leadership will work poorly.

Elements of Leadership: DECP

Discipline, Ethics, Common sense, Psychology

EXAMPLE SETTING: Even professional officers and supervisors can be influenced by person interest. Departmental _________ _____ __________are intended to guide moral dilemmas, but in making ethical decisions, supv's must remember the ______________, not just the _____________. Respected leaders will be ____________ (consciously or unconsciously) by those they lead. Rigid adherence to the requirements of good ________, ___________, ___________, and lack of _________________ are marks of a good leader.

EXAMPLE SETTING: Even professional officers and supervisors can be influenced by person interest. Departmental CODES OF CONDUCT are intended to guide moral dilemmas, but in making ethical decisions, supv's must remember the PRINCIPLES, not just the RULES. Respected leaders will be IMITATED (consciously or unconsciously) by those they lead. Rigid adherence to the requirements of good TASTE, BREEDING, BEHAVIOR, and lack of ARROGANCE are marks of a good leader.

What is a Marginal Employee?

Employees who do JUST the amount and quality of work that will not give the organization a cause of action against them. These employees typically give Supervisors the most problems and never go above and beyond.

FEMALE SUPERVISORS: Female supv's will find more _________________ in supervising some of their MALE subordinates. Some __________ will find it difficult to accept ____________ in authority. More attention is focused of _____________ supv'rs which causes them to be extra cautious and professional with their conduct. Gender stereotyping has been cited by Haar and Morash as one of the primary _____________ for female officers. Professional associations exist for peer support, training, and mentoring like the _____________________ _________________ ____ _________________ _______________ (IAWP).

FEMALE SUPERVISORS: Female supv's will find more CHALLENGES in supervising some of their MALE subordinates. Some MALES will find it difficult to accept WOMAN in authority. More attention is focused of FEMALE supv'rs which causes them to be extra cautious and professional with their conduct. Gender stereotyping has been cited by Haar and Morash as one of the primary STRESSES for female officers. Professional associations exist for peer support, training, and mentoring like the INTERNATIONAL ASSOCIATION OF WOMEN POLICE (IAWP)

FOLLOW-UP: Supv ____________ authority over time when they __________ to followup. When subordinates are directed to complete a task by a certain time, they should be ________________ to _______________ as instructed. Notations should be made by supv's on a device/notepad to ___________ them of the ____________ they have for a designated task's __________________.

FOLLOW-UP: Supv SURRENDER authority over time when they FAIL to followup. When subordinates are directed to complete a task by a certain task, they should be REQUIRED to COMPLY as instructed. Notations should be made by supv's on a device/notepad to REMIND them of the TIME they have designated task for COMPLETION.

FRATERNIZATION: Supv must remember that they are no longer ___________ of their ___________ group, but __________________ are still welcomed. Friendship alone should not become the basis for ______________ ______________. When such conduct occurs between opposite sex, the results often are __________ devastating to the supv's position and the _____________ of the organization. Status distinctions between first-line supv and subordinates should ________ be allowed to become so great that the supv gives the impression that they are a ____________ _____________. Subordinates will ___________ a __________________ attitude and it will soon cause effective __________________ to break down between them.

FRATERNIZATION: Supv must remember that they are no longer MEMBERS of their FORMER group, but FRIENDSHIPS are welcomed. Friendship alone should not become the basis for PREFERNTIAL TREATMENT. When such conduct occurs between opposite sex, the results often are MORE devastating to the supv's position and the MORALE of the organization. Status distinctions between first-line supv and subordinates should NOT be allowed to become so great that the supv gives the impression that they are a DIFFERENT SPECIES. Subordinates will RESENT a PATRONIZING attitude and it will soon cause effective COMMUNICATION to break down between them.

Fear, as a negative motivator, involves threat, direct or implied, and a degree of intimidation, but because human beings can shield themselves by developing a tolerance of stress, fear soon _______ its value as a _______ force.

Fear, as a negative motivator, involves threat, direct or implied, and a degree of intimidation, but because human beings can shield themselves by developing a tolerance of stress, fear soon loses its value as a motivating force.

Free Rein or Laissez-Faire Leader: Free Rein or Laissez-Faire Leaders exercise ________ control, and _________ give subordinates the attention or help they need. This type of supervision does not work well. Feelings of __________ develop among workers because they are left without the positive direction and guidance they look for and expect from their leader.

Free Rein or Laissez-Faire Leaders exercise MINIMUM control, and RARELY give subordinates the attention or help they need. Feelings of insecurity develop among workers because they are left without the positive direction and guidance they look for and expect from their leader.

Human Relations and Leadership: Human relations and leadership combo has dramatically increased over time, but occasionally leaders become too concerned with employees ______________ welfare and _____________ to the point that it is at the expense of the organization. Supervisors often fail to do what MUST be done for the fear of _______________ the employee, but it may be NECESSARY. We know that just having happy employees is NOT enough-- they need reasonable __________ and a sense of _________________ and personal ________________ if they are to be satisfied and productive. Productive workers are more likely to be __________ workers. Production = ____________________ because when you do a good job, you intrinsically feel _______________ about it. Supervisors who practice good human relations, without becoming _____________ to the fact that the organization may suffer if done too much, will have more success and fewer problems than supervisors who become ___________ disciplinarians with little empathy, compassion, or understanding for others. The problems of managing people will be lessened if the supervisor reasonably ______________ with them about things that ______________ them. This does NOT imply the supervisor should take a vote before every decision is made. The ultimate Objective of good human relations should be the _______________ production in the ______________ possible time with ____________ energy and ______________ satisfaction for the producers. This is the ideal of human EFFICIENCY. Many new supervisors fail bc of the inability to establish and maintain effective _________________ with subordinates. Successful leaders must build P__________, P___________, and P_____________ relationships with those they work with.

Human Relations and Leadership: Human relations and leadership has dramatically increased over time, but occasionally leaders become too concerned with employees PERSONAL welfare and HAPPINESS to the point that it is at the expense of the organization. Supervisors often fail to do what MUST be done for the fear of UPSETTING the employee, but it may be NECESSARY. We know that just having happy employees is NOT enough-- they need reasonable GOALS and a sense of ACHIEVEMENT and personal DEVELOPMENT if they are to be satisfied and productive. Productive workers are more likely to be HAPPY workers. Production = SATISFACTION because when you do a good job, you intrinsically feel POSITIVE about it. Supervisors who practice good human relations without becoming PERMISSIVE to the fact that the organization may suffer if done too much, will have more success and fewer problems than supervisors who become STRICT disciplinarians with little empathy, compassion, or understanding for others. The problems of managing people will be lessened if the supervisor reasonably CONSULTS with them about things that AFFECT them. This does NOT imply the supervisor should take a vote before every decision is made. The ultimate objective of good human relations should be the GREATEST production in the SHORTEST possible time with the MINIMUM energy and MAXIMUM satisfaction for the producers. This is the ideal of human EFFICIENCY. Many new supervisors fail bc of the inability to establish and maintain effective RELATIONSHIPS with subordinates. Successful leaders must build PERSONAL, POSITIVE, and PROFESSIONAL relationships with those they work with.

Knowledge of Subordinates: Supervisors should learn as much as they can about their subordinates, individually and collectively. They should become familiar with their background, experience, education, _______________ relationships, ________________ patterns, performance and ANY other data to give insight to their qualifications, aptitudes, potential, and ______________. The process of learning about their subordinates is _________________. First impressions should be considered sparingly and as they gain more info on the subordinate through Personnel records, observations, and personal ________________, supervisors will develop more accurate picture of the individual. Many times the subordinate's personal and performance problems may be identified with the type of _________________ they've had in the past. Once supervisors have gained the confidence of a subordinate, they will find the subordinate will often _____________ ______ ________ ______ __________. Supervisors must carefully AVOID meddling in employees _______________ lives, as long as their ___________ and the ___________________ are not affected. Supervisors will become involved ONLY if they are _________________________. Private info learned about a subordinate that adversely affects their personal life or work should ___________ ___________________ unless organizational interests demand its ________________. Private info should NEVER be allowed to become a basis for _____________ ____________ or ________________ ___________________.

Knowledge of Subordinates: Supervisors should learn as much as they can about their subordinates, individually and collectively. They should become familiar with their background, experience, education, FAMILY relationships, SICKNESS patterns, performance and ANY other data to give insight to their qualifications, aptitudes, potential, and MOTIVES. The process of learning about their subordinates is ONGOING. First impressions should be considered sparingly and as they gain more info on the subordinate through Personnel records, observations, and personal CONTACTS, supervisors will develop more accurate picture of the individual. Many times the subordinate's personal and performance problems may be identified with the type of SUPERVISION they've had in the past. Once supervisors have gained the confidence of a subordinate, they will find the subordinate will often COME TO THEM FOR HELP. Supervisors must carefully AVOID meddling in employees PERSONAL lives, as long as their WORK and the ORGANIZATION are not affected. Supervisors will become involved ONLY if they are ASKED TO BE. Private info learned about a subordinate that adversely affects their personal life or work should REMAIN CONFIDENTIAL unless organizational interests demand its REVELATION. Private info should NEVER be allowed to become a basis for UNFOUNDED RUMOR or UNJUST INNUENDO.

Language of the Leader: A leaders speech should U____________, P__________, and D___________,... NOT U____________, I_______________, N______________, or A____________. ALL language, including order giving should AVOID Vulgar, Profane, or Indecent speech including S_______________. C____________________, Inflammatory remarks, Name-calling, or Labeling serves NO useful purpose. U_______________ should be used SPARINGLY and only when: 1. ______ other recourse seems available AND 2. the supervisor is able to ______________ ___________ the Ultimatum. Avoid talking down or over their heads, as it will give the impression of Affection or Paternalism which may be resented or cause subordinates to accuse them overtly or covertly of Insincerity.

Language of the Leader: A leaders speech should UNAFFECTED, POSITIVE, and DIRECT,... NOT UNCERTAIN, INDECISIVE, NEGATIVE, or APOLOGETIC. ALL language, including order giving should AVOID Vulgar, Profane, or Indecent speech including SARCASM. CONTRADICTIONS, Inflammatory remarks, Name-calling, or Labeling serves NO useful purpose. ULTIMATUMS should be used SPARINGLY and only when: 1. NO other recourse seems available AND 2. the supervisor is able to CARRY OUT the Ultimatum. Avoid talking down or over their heads, as it will give the impression of Affection or Paternalism which may be resented or cause subordinates to accuse them overtly or covertly of Insincerity.

Leadership may be defined as the art of I_________, D_________, G_________, and C_____________ others in such a way as to obtain their willing O____________, C__________, R_____________, and L______ cooperation in the accomplishment of an objective.

Leadership may be defined as the art of influencing, directing, guiding, and controlling others in such a way as to obtain their willing obedience, confidence, respect, and loyal cooperation in the accomplishment of an objective.

METHOD OF COMMUNICATION: If orders are indirectly given, they will tend to ________________ ideas already present. If they are positive, they are likely to be ______ effective than if made in a negative context. Verbal orders are usually fine for ______________ tasks (especially if they have been performed in the _______) and also in _________________ situations. A verbal order can be easily _________________, as can the __________ of the person giving it. ______________ can easily be forgotten. Bc of these factors, its sometimes difficult to hold anyone _______________ for the failure in giving or carrying out an _______ directive. When a more complex (non-simple) order is given, supv giving it should have it "___________ ___________" so that any ________________________ in the communication process can be _______________. It cannot be safely ______________ that the _______________ of questions means that understanding has taken place. Written order should be used in situations where _____________ operations or________________ ____________ are affected to ensure that all receive the ______ message. Such orders make it easier to have ____________-____ and provide a basis for attaching _______________ for failures. Employees with strong qualities of __________________ usually know what the job requires and how to do it. They are likely to be _______ responsive if assigned a task in ______ terms and allowed to use their __________________ in carrying out the details. The more ________________ workers are likely to prefer and to depend on more ___________ and _____________ assignments rather than broad assignments that leave them to decide for themselves what needs to be done and how to do it.

METHOD OF COMMUNICATION: If orders are indirectly given, they will tend to STRENGTHEN ideas already present. If they are positive, they are likely to be MORE effective than if made in a negative context. Verbal orders are usually fine for SIMPLE tasks (especially if they have been performed in the PAST) and in EMERGENCY situations. A verbal order can be easily MISUNDERSTOOD, as can the INTENT of the person giving it. DETAILS can easily be forgotten. Bc of these factors, its sometimes difficult to hold anyone ACCOUNTABLE for the failure in giving or carrying out an ORAL directive. When a more complex (non-simple) order is given, supv giving it should have it "PLAYED BACK" so that any MISUNDERSTANDINGS in the communication process can be CLARIFIED. It cannot be safely ASSUMED that the ABSENCE of questions means that understanding has taken place. Written order should be used in situations where COMPLEX operations or NUMEROUS PERSONS are affected to ensure that all receive the SAME message. Such orders make it easier to have FOLLOW-UP and provide a basis for attaching ACCOUNTABILITY for failures. Employees with strong qualities of INDEPENDANCE usually know what the job requires and how to do it. They are likely to be MORE responsive if assigned a task in BROAD terms and allowed to use their INITIATIVE in carrying out the details. The more DEPENDENT workers are likely to prefer and to depend on more CONCRETE and DETAILED assignments rather than broad assignments that leave them to decide for themselves what needs to be done and how to do it.

MODERATION IN SUPERVISION: ______-_______________ (often called "snoopervision" is perhaps the most common failing of inexperienced supervisors which arises from failure to ________________ ___________, either because of lack of _____________ in subordinates or a disinclination to relinquish what they think are ___________ responsibilities. When supv's take it upon themselves to do their subordinates' work, the subordinate's initiative is ________________, ___________ suffers, creates ______________ in minds of employees, and arouses _____________. The effective supervisor will learn how much _______________ each employee needs and direct attention accordingly. If a supv rides on each of their patrol units on occasion, the subordinates will learn to expect it and will _______ ______________ to showing their capabilities. Subordinates will not ____________ the supv's presence if the supervision has been __________________, but they will feel _______________ if others receive more attention than they do.

MODERATION IN SUPERVISION: OVER-SUPERVISION(often called "snoopervision" is perhaps the most common failing of inexperienced supervisors which arises from failure to DELEGATE TASKS, either because of lack of CONFIDENCE in subordinates or a disinclination to relinquish what they think are SUPV responsibilities. When supv take it upon themselves to do their subordinates' work, the subordinate's initiative is CORRODED, MORALE suffers, creates SUSPICION in minds of employees, and arouses RESENTMENT. The effective supervisor will learn how much ATTENTION each employee needs and direct attention accordingly. If a supv rides on each of their patrol units on occasion, the subordinates will learn to expect it and will LOOK FORWARD to showing their capabilities. Subordinates will not RESENT the supv's presence if the supervision has been JUDICIOUS, but they will feel NEGLECTED if others receive more attention than they do.

Manner of the leader: Body language (Look, Gesture, Voice inflection, Physical bearing, and indication of tension) gives away the _____________ of a supervisor. __________ the act is done is often MORE important than the ______ ITSELF. For example, a supervisor must learn ________ pertinent facts to an issue __________ making an accusation to a subordinate and if a subordinate is late, a supervisor must learn the ___________ of tardiness ___________ scolding the subordinate, this will avoid resentment. Calm and Controlled manner for a supervision will maintain _______________ for subordinates. Frequent irritation, grouchiness, negative emotional displays are indicators that the supervisor lacks _______-_________________. An outward appearance of impassiveness or calmness may also be overdone, and ________________ is often as bad as high negative emotionalism. Showing occasional emotions as pleasure or sincere showing of Appreciation for something good a subordinate has done is great.

Manner of the leader: Body language (Look, Gesture, Voice inflection, Physical bearing, and indication of tension) gives away the THOUGHTS of a supervisor. HOW the act is done is often MORE important than the ACT ITSELF. For example, a supervisor must learn ALL pertinent facts to an issue BEFORE making an accusation to a subordinate and if a subordinate is late, a supervisor must learn the REASON of tardiness BEFORE scolding the subordinate, this will avoid resentment. Calm and Controlled manner for a supervision will maintain CONFIDENCE for subordinates. Frequent irritation, grouchiness, negative emotional displays are indicators that the supervisor lacks SELF-CONTROL. An outward appearance of impassiveness or calmness may also be overdone, and INDIFFERENCE is often as bad as high negative emotionalism. Showing occasional emotions as pleasure or sincere showing of appreciation for something good a subordinate has done is great.

Mechanistic supervision (thinking/feeling that people can be treated as _______ in a ________.) will quickly be recognized and may become the source of resentment and dissatisfaction. Subordinates may inwardly or outwardly accuse the supervisor of _________. A loss of ____________ and respect is the likely product, which usually leads to ___________ morale and productivity.

Mechanistic supervision will quickly be recognized and may become the source of resentment and dissatisfaction. Subordinates may inwardly or outwardly accuse the supervisor of insincerity. A loss of confidence and respect is the likely product, which usually leads to lowered morale and productivity.

Motivation involves the application of ___________, which encourages a certain ___________ pattern of behavior and attitude, and contributes to the accomplishment of organizational objectives.

Motivation involves the application of incentives, which encourages a certain positive pattern of behavior and attitude and contributes to the accomplishment of organizational objectives.

Motivation through the process of ______________ is unquestionably the most difficult yet the most powerful and lasting force in forming attitudes that will induce workers to make fuller use of their potential.

Motivation through the process of inspiration is unquestionably the most difficult yet the most powerful and lasting force in forming attitudes that will induce workers to make fuller use of their potential.

Negative motivators, such as fear, coercion, intimidation, and punishment, should be _________ except when more constructive, positive means have been tried and have ___________.

Negative motivators, such as fear, coercion, intimidation, and punishment, should be avoided except when more constructive, positive means have been tried and have failed.

Order Giving: Order giving involves a complex process of communication ideas in such a manner that the receptionist _____________ what they hear in the way that the communicator ___________. Each order is susceptible to THREE interpretations; 1. What the Supervisor ____________ ____________, 2. What the supervisor ______________ they have said, and 3. What the _______________ thinks was said. Using indistinct speech or poor word selection, giving orders in a _____________ or haphazard manner, giving too many orders at one time or too much __________ in one order and neglecting __________-___ are some of the most common mistakes that are made in order giving. Employees are MORE likely to resent the ________ an unpopular order is given than the _________ ____________. P___________ is much more effective than C______________ in obtaining acceptance by those workers affected. Supervisor should consider the _________ and __________ to give orders to obtain best results. The orders may be __________ commands; they may be framed as ______________ , Implied or Suggested, or consist of requests for ___________________. Supervisors should designate ______ person to direct a task requiring a group effort. This will provide for __________ of command within the group and _______________________ for results. Sufficient authority should be given to the person held accountable to enable them to accomplish the assignment as directed. In deciding the type of approach that should be used in giving orders, making assignments, and delegating appropriate authority in a given situation, the supervisor should consider such basics as the ___________________ of the subordinates, the amount of close ___________________ they need to do the job, and their ___________________ and ___________________ .

Order Giving: Order giving involves a complex process of communication ideas in such a manner that the receptionist INTERPRET what they hear in the way that the communicator INTENDS. Each order is susceptible to three interpretations; 1. What the Supervisor ACTUALLY SAYS, 2. What the supervisor THINKS they have said, and 3. What the RECIPIENT thinks was said. Using indistinct speech or poor word selection, giving orders in a DISORDERED or haphazard manner, giving too many orders at one time or too much DETAIL in one order and neglecting FOLLOW-UP are some of the most common mistakes that are made in order giving. Employees are MORE likely to resent the WAY an unpopular order is given than the ORDER ITSELF. PERSUASION is much more effective than COERCION in obtaining acceptance by those workers affected. Supervisor should consider the TIME and PLACE to give orders to obtain best results. The orders may be DIRECT commands; they may be framed as REQUESTS, Implied or Suggested, or consist of requests for VOLUNTEERS. Supervisors should designate ONE person to direct a task requiring a group effort. This will provide for UNITY of command within the group and ACCOUNTABILITY for results. Sufficient authority should be given to the person held accountable to enable them to accomplish the assignment as directed. In deciding the type of approach that should be used in giving orders, making assignments, and delegating appropriate authority in a given situation, the supervisor should consider such basics as the PERSONALITY of the subordinates, the amount of close DIRECTION they need to do the job, and their COMPETENCY and INITIATIVE.

Personality of a Leader: The Personality of an individual is a composite of their PERSONAL _____________________. Supervisors should NOT assume that any approach will work on _____ employees. Success CANNOT be achieved by _________________ the style of a successful leader. The capability of the supervisor to adapt others' method into their own style is _________________________ to their own success

Personality of a Leader: The personality of an individual is a composite of their PERSONAL CHARACTERISTICS. Supervisors should NOT assume that any approach will work on ALL employees. Success CANNOT be achieved by COPYING the style of a successful leader. The capability of the supervisor to adapt others' method into their own style is NECESSARY to their own success.

SUPERVISING A DIVERSE WORKFORCE: One of the biggest challenges facing police executives of the 21st century will be to develop police organizations that can effectively ______________, ____________, AND ______________ the global shifts in ______________, ___________ , and _________________. Supv'rs must tell subordinates that inappropriate ________, _________, and offensive ______________ about groups of people will not be tolerated. Leaders must innovate by: 1. _______________________ workplaces from status quo to appropriate environments. 2. __________________ organizations and becoming role models transmitting intellectual _________________ and _____________ about their work. 3. Helping personnel to manage __________ by restructuring their _________-_____ and ___________. Police supv exercise culturally sensitive leadership through _______________ thinking, strategic _________________, creative ___________-______________, and effective _________________. Good leaders not only acknowledge their own ________________ but also understand the cultural values and ___________ of the people with whom they work. Productivity in today's society demands that employees be selected, evaluated, and promoted, on the basis of ___________________ and _______________, regardless of sex, race, sexual orientation, religion, or place of origin. Supv's must not permit racism or discriminatory acts and must act _____________ against those who violate policy and must monitor and quickly deal with complaints from ____________ their workforce and from the _____________ they serve. Supv's should encourage female and minority officers of _______________ in voluntary professional organizations such as the IAWP and the _________________ _________________ ________________ ______________ of _________________ (NLOAUS) and the _________________ ___________________ of ______________ ___________ _________________ ________________ (nationalnoble.org).

SUPERVISING A DIVERSE WORKFORCE: One of the biggest challenges facing police executives of the 21st century will be to develop police organizations that can effectively RECOGNIZE, RELATE, AND ASSIMILATE the global shifts in CULTURE, INFO, and TECHNOLOGY. Supv'rs must tell subordinates that inappropriate JOKES, SLURS, and offensive COMMENTS about groups of people will not be tolerated. Leaders must innovate by: 1. TRANSFORMING workplaces from status quo to appropriate environments. 2. RENEWING organizations and becoming role models transmitting intellectual EXCITEMENT and VISION about their work. 3. Helping personnel to manage CHANGE by restructuring their MIND-SETS and VALUES. Police supv exercise culturally sensitive leadership through ANTICIPATORY thinking, strategic PLANNING, creative DECISION-MAKING, and effective COMMUNICATION. Good leaders not only acknowledge their own ETHNOCENTRISM but also understand the cultural values and BIASES of the people with whom they work. Productivity in today's society demands that employees be selected, evaluated, and promoted, on the basis of PERFORMANCE AND COMPETENCY, regardless of sex, race, sexual orientation, religion, or place of origin. Supv's must not permit racism or discriminatory acts and must act SWIFTLY against those who violate policy and must monitor and quickly deal with complaints from WITHIN their workforce and from the PUBLIC they serve. Supv's should encourage female and minority officers of MEMBERSHIP in voluntary professional organizations such as the IAWP and the NATIONAL LATINO OFFICERS ASSOCIATION OF AMERICA (NLOAUS) and the NATIONAL ORGANIZATIONS OF BLACK LAW ENFORCEMENT EXECUTIVES (nationalnoble.org).

SUPERVISING THE MULTIGENERATIONAL WORKFORCE: Each generation views their personal and professional lives through very ______________ ____________. This diversity in view points can bring ______________ to an organization, but can also bring ______________, _______________, and problems with _________________. To begin to understand employees motivations/behaviors, supv's must understand the influence of generational experiences on the individuals priorities, preferences, and reactions. Generalized traits, with exceptions found. A supv must be _______________ to generational differences that may exist amongst employees. Gen Z: 1995-2010. Excellent __________-__________ and can ___________ __________ very quickly. They seek _______________ in their lives and are more _____________ in their thinking. Gen Y(millenials): 1981-1996. Very _______ ________, have _____________ attitude towards employers, expect ______________ gratification, and seek a ____ and __________ working style. Good ________-__________and both ___________ and ______ oriented. Gen X 1965-1980: Wants a _______________ work-family life. They appreciate mutual _____________ and open _____________________. Quickly assuming more _____________roles and described as _____________, _________________, and _______-______________. Baby Boomers 1946-1964. Described as having a strong ________-_________, being ____________ employees, and climbing their way up the corporate ladder. they value FACE-TO-FACE interactions and may feel threatened by the _____________/___________ skills of younger generations. They expressed concerns of Gen Y's ______________-__________ and ____________ skills. Traditionalists (Silent/Greatest generation) born before 1946. Characterized by the hard times of WWII and great depression. They are _______ followers and ___________-phobic. Often seen as _________________ in the police dept. Magnuson and Alexander cite the following as how to successfully manage a multigenerational workforce: 1. Nurture ______________ relationships. (Gen Ys were raised on email/texts/social media while Boomers know customer relationship mgmt. Supv must take advantage of each groups strengths.) 2. Create a ______________ environment. (Each group has preferences regarding work environment. Boomers prefer traditional work hours while younger generations may prefer flexible work schedules.) 3. Communicate with a ____________of ____________. (Boomer/Traditionalists may prefer face-to-face communication, but a Gen Y is comfortable with an email/text/electronic message. Consider disseminating messages in ____________ __________to ensure each group is likely to read them.) 4. Foster a _________________environment. (supv must create environment free of prejudices. including comments like "These darn kids with their phones" or "these old people wont change.") 5. __________ good behavior. (___________ the multigenerational workforce ______________ and as __________ _____ ____________ after positive action happens.

SUPERVISING THE MULTIGENERATIONAL WORKFORCE: Each generation views their personal and professional lives through very DIFFERENT PRISMS. This diversity in view points can bring RICHNESS to an organization, but can also bring CONFLICT, FUSTRATION, and PROBLEMS with COMMUNICATION. To begin to understand employees motivations/behaviors, supv's must understand the influence of generational experiences on the individuals priorities, preferences, and reactions. Generalized traits with exceptions found. A supv must be SENSITIVE to generational differences that may exist amongst employees. Gen Z: 1995-2010. Excellent MULTI-TASKERS and can PROCESS INFO very QUICKLY. They seek UNIQUENESS in their lives and are more GLOBAL in their thinking. Gen Y(millenials): 1981-1996. Very tech SAVVY, have CASUAL attitude towards employers, expect INSTANT gratification, and seek a FUN and FLEXIBLE working style. Good MULTI-TASKERS and both ACHIEVEMENT and TEAM oriented. Gen X 1965-1980: Wants a BALANCED work-family life. They appreciate mutual RESPECT and open COMMUNICATION. Quickly assuming more LEADERSHIP roles and described as INDEPENDENT, RESOURCESFUL, and SELF-SUFFICIENT. Baby Boomers 1946-1964. Described as having a strong WORK-ETHIC, being LOYAL employees, and climbing their way up the corporate ladder. they value FACE-TO-FACE interactions and may feel threatened by the COMPUTER/TECHNOLOGICAL skills of younger generations. They expressed concerns of Gen Y's DECISION-MAKING and SOCIAL skills. Traditionalists (Silent/Greatest generation) born before 1946. Characterized by the hard times of WWII and great depression. They are RULE followers and COMPUTER-phobic. Often seen as VOLUNTEERS in the police dept. Magnuson and Alexander cite the following as how to successfully manage a multigenerational workforce: 1. Nurture MENTORING relationships. (Gen Ys were raised on email/texts/social media while Boomers know customer relationship mgmt. Supv must take advantage of each groups strengths.) 2. Create a PRODUCTIVE environment. (Each group has preferences regarding work environment. Boomers prefer traditional work hours while younger generations may prefer flexible work schedules.) 3. Communicate with a RANGE of TOOLS. (Boomer/Traditionalists may prefer face-to-face communication, but a Gen Y is comfortable with an email/text/electronic message. Consider disseminating messages in MULTIPLE WAYS to ensure each group is likely to read them.) 4. Foster a RESPECTFUL environment. (supv must create environment free of prejudices. including comments like "These darn kids with their phones" or "these old people wont change.") 5. REWARD good behavior. (REWARD the multigenerational workforce FREQUENTLY and as SOON AS POSSIBLE after positive action happens.

SYMPTOMS OF LEADERSHIP FAILURE: The ________________ of ______________, ____________, ENVY, failure to give ____________, high ___________ will indicate ____________.

SYMPTOMS OF LEADERSHIP FAILURE: The APPEARANCE of SELFISHNESS, SUSPICION, ENVY, failure to give CREDIT, high CRITICISM will indicate WEAKNESS.

Sincere praise does what? Insincere flattery does what?

Sincere praise wins friends and influences people but INsincere flattery will backfire and make enemies. - Dale Carnegie

Situational Leadership: A crisis, such as a hazardous material spill, may require a _____________ management approach; supervising highly trained crime scene or accident investigators can be much more ___________; and developing a strategy for a patrol unit to address a neighborhood disorder problem could require a more ____________ management style. Situational leadership is when the supervisor or manager _________ their leadership style to ________ the developmental level of their followers and the needs of that situation. This is the essence of situational leadership.

Situational leadership is when the supervisor or manager adjusts their leadership style to fit the developmental level of their followers and the needs of that situation. A crisis, such as a hazardous material spill, may require a direct management approach; supervising highly trained crime scene or accident investigators can be much more hands-off; and developing a strategy for a patrol unit to address a neighborhood disorder problem could require a more collaborative management style.

Supervision of the Marginal Employee: Marginal Employees who just give the bare minimum effort in order to avoid giving the organization a cause of action against them often are most concerning for a supervisor. Such employees also are the source of much dissatisfaction within their _______ __________ which they can contaminate with their _______________________ attitude. P_______________ and M_____________ eventually suffer. Such persons may think they're overqualified for the job and believe themselves suited for a better position (Mullen lol). They may, however, be under qualified and consequently become frustrated when they cannot achieve the goals set for themselves. Supervisors often tend to ignore such problem marginal employees, and either 1.________________ them, 2.____________ and ________________ the bad attitude and attempt to ______________ deficiencies, or 3. collect evidence that will support the _______________ of the employee. Transfer only shifts the problem to someone else, however a marginal employee may thrive in a different role better suited for them. Retention in the present position may require that employee to be given ______________ _______________ depending on the cause of the marginal performance. If employee is unqualified, additional T______________, E_____________, and G______________ supplemented with C_________________ may help. The disgruntled employees with Grievances should be given an opportunity to express the __________ of their complaint, which are usually corrected easily by encouraging the employees to examine the real ___________ or by providing the ___________ that they do not have. Disgruntled employees with _________________ problems in the past are often extremely difficult problems for supervisors. Special ___________________, and ________________ for their strong characteristics, will sometimes motivate the employee to better efforts. There are times, however, that despite best efforts, nothing short of _______________ or ___________________ will rectify the problem. **The frustrated employee and the troubled one may require special attention, counseling, or referral may help correct their problems which is indepthly explained in chapters 7 and 8.

Supervision of the Marginal Employee: Marginal Employees who just give the bare minimum effort in order to avoid giving the organization a cause of action against them often are most concerning for a supervisor. Such employees also are the source of much dissatisfaction within their PEER GROUP which they can contaminate with their ANTIORGANIZATION attitude. PRODUCTION and MORALE eventually suffer. Such persons may think they're overqualified for the job and believe themselves suited for a better position (Mullen lol). They may, however, be under qualified and consequently become frustrated when they cannot achieve the goals set for themselves. Supervisors often tend to ignore such problem marginal employees, and either TRANSFER them, RETAIN and TOLERATE the bad attitude and attempt to CORRECT deficiencies, or collect evidence that will support the TERMINATION of the employee. Transfer only shifts the problem to someone else, however a marginal employee may thrive in a different role better suited for them. Retention in the present position may require that employee to be given SPECIAL ATTENTION depending on the cause of the marginal performance. If employee is unqualified, additional TRAINING, EDUCATION, and GUIDANCE supplemented with COUNSELING may help. The disgruntled employees with grievances should be given an opportunity to express the CAUSE of their complaint, which are usually corrected easily by encouraging the employees to examine the real FACTS or by providing the FACTS that they do not have. Disgruntled employees with DISCIPLINARY problems in the past are often extremely difficult problems for supervisors. Special COUNSELING and RECOGNITION for their strong characteristics will sometimes motivate the employee to better efforts. There are times, however, that despite best efforts, nothing short of TRANSFER or TERMINATION will rectify the problem. **The frustrated employee and the troubled one may require special attention, counseling, or referral may help correct their problems which is indepthly explained in chapters 7 and 8.

Elements of Leadership: Ethics

Supervisors moral code must be beyond reproach. They not only avoid all evil but also avoid all APPEARANCE of evil.

TYPES OF ORDER GIVING DIRECT COMMANDS: Orders may best be given by COMMAND when ________________ _________________ require direct, ____________ action. This method of order giving may be indicated in dealing with an employee who is ______, ____________, _____________, OR __________________, or the one who refuses or neglects to ___________ standard operating rules or fails to respond to ____________ or ___________ orders. Direct commands are also appropriate in situations where officers know what the right thing to do is but may be _____________ for a variety of reasons to ____________ their duty. Direct commands can get the job done right and actually prevent officers from getting themselves in trouble ("Get that man off the ground and into the car NOW" example.) When orders are given in the form of Commands, they should be ________ and __________. If they are ________________ given, they will usually be obeyed in a like manner.

TYPES OF ORDER GIVING DIRECT COMMANDS: Orders may best be given by COMMAND when EMERGENT CONDITIONS require direct, PROMPT action. This method of order giving may be indicated in dealing with an employee who is LAZY, CARELESS, INDIFFERENT, OR IRRESPONSIBLE, or the one who refuses or neglects to OBEY standard operating rules or fails to respond to SUGGESTOINS or IMPLIED orders. Direct commands are also appropriate in situations where officers know what the right thing to do is but may be TEMPTED for a variety of reasons to NEGLECT their duty. Direct commands can get the job done right and actually prevent officers from getting themselves in trouble ("Get that man off the ground and into the car NOW" example.) When orders are given in the form of Commands, they should be SIMPLE and DIRECT. If they are HESITATINGLY given, they will usually be obeyed in a like manner.

TYPES OF ORDER GIVING IMPLIED or SUGGESTED ORDERS: Implied or suggested directives can be employed to good effect with the ____________ employee who readily assumes responsibility for a task. They're also useful in developing the _____________ of subordinates, since they allow considerable latitude in the method of accomplishing an assignment when _______________ action is not essential. The supervisor will express the degree of confidence they have in their subordinates by the amount of ________________ they wish to retain over their efforts. The degree of latitude given to them will depend on their reliability and capabilities and on the nature of the assignment. The supervisor's amount of confidence in them may be indicated by the ________ of instructions issued to them ("do what needs to be done and let me know what you did" vs "dont do anything without discussing it with me beforehand") Orders to inexperienced or unreliable employees should be given in a more __________ manner than by ________________ or ________________. Inexperienced employees will often fail to draw the ____________ ________________ or make the proper _______________ from an implied order. Unreliable employees will often draw the conclusion that it most _____________ or _______________ to them. Implied orders are often ____________________ and deprive the supervisor of a follow-up tool because if orders are subject to more than one reasonable interpretation, they are usually _________________.

TYPES OF ORDER GIVING IMPLIED or SUGGESTED ORDERS: Implied or suggested directives can be employed to good effect with the RELIABLE employee who readily assumes responsibility for a task. They're also useful in developing the INITIATIVE of subordinates, since they allow considerable latitude in the method of accomplishing an assignment when IMMEDIATE action is not essential. The supervisor will express the degree of confidence they have in their subordinates by the amount of CONTROL they wish to retain over their efforts. The degree of latitude given to them will depend on their reliability and capabilities and on the nature of the assignment. The supervisor's amount of confidence in them may be indicated by the TYPE of instructions issued to them ("do what needs to be done and let me know what you did" vs "dont do anything without discussing it with me beforehand") Orders to inexperienced or unreliable employees should be given in a more DIRECT manner than by IMPLICATION or SUGGESTION. Inexperienced employees will often fail to draw the INTENDED INFERENCE or make the proper DECISION from an implied order. Unreliable employees will often draw the conclusion that it most CONVENIENT or DESIRABLE to them. Implied orders are often ABSTRACT and deprive the supervisor of a follow-up tool because if orders are subject to more than one reasonable interpretation, they are usually UNENFORCEABLE.

PAGE 45; TYPES OF ORDER GIVING REQUESTS FOR VOLUNTEERS: Supv may call for volunteers to perform a ________________or _____________________ assignment that they cannot/or ___________ _______ perform themselves. The call for volunteers should be used with __________ so that it wont become a way of supv's escaping the responsibility of making assignments or issuing orders that they do not like. Supv should NEVER call for volunteers to perform a task only bc they consider the job _________ _________ or bc it involves a _____________ act.

TYPES OF ORDER GIVING REQUESTS FOR VOLUNTEERS: Supv may call for volunteers to perform a DANGEROUS or DISAGREEABLE assignment that they cannot/or SHOULD NOT perform themselves. The call for volunteers should be used with CARE so that it wont become a way of supv's escaping the responsibility of making assignments or issuing orders that they do not like. Supv should NEVER call for volunteers to perform a task only bc they consider the job BENEATH THEM or bc it involves a DISTASTEFUL act.

TYPES OF ORDER GIVING REQUESTS: (much better than Commands overall) ___________ orders should be framed as requests. Employees will often resent an A_________________, D____________ method. Capable, conscientious, responsible subordinates usually require nothing more than a ____________ and they will construe it as an order. ____________ employees usually respond similarly. Orders to sensitive, ____________, or easily _______________ persons are usually best framed as requests. Experience clearly indicates that cooperation is most readily obtained through ________________ rather than _____________ . Cooperation cannot be demanded; it must be won. The process of achieving it by demand will likely become a frustrating experience for supervisors bc their demands will be construed as _________________. If the supervisor does not follow up to ensure that they are being complied with, their authority is weakened. Obviously, supervisors should make requests to others of ___________ rank or status instead of making demands if they expect to gain their cooperation.

TYPES OF ORDER GIVING REQUESTS: MOST orders should be framed as requests. Employees will often resent an AUTHORITARIAN, DICTORIAL method. Capable, conscientious, responsible subordinates usually require nothing more than a REQUEST and they will construe it as an order. OLDER employees usually respond similarly. Orders to sensitive, NERVOUS, or easily OFFENDED persons are usually best framed as requests. Experience clearly indicates that cooperation is most readily obtained through REQUESTS rather than COMMANDS. Cooperation cannot be demanded; it must be won. The process of achieving it by demand will likely become a frustrating experience for supervisors bc their demands will be construed as ULTIMATUMS. If the supervisor does not follow up to ensure that they are being complied with, their authority is weakened. Obviously, supervisors should make requests to others of EQUAL rank or status instead of making demands if they expect to gain their cooperation.

The P

The Police Executives Research Forum (PERF) identified the following characteristics of a good problem-oriented supervisor: 1. Allowing subordinates freedom to EXPERIMENT WITH NEW APPROACHES. 2. Insisting on good, accurate ANALYSES OF PROBLEMS. 3. Granting flexibility in WORK SCHEDULES when requests are appropriate. 4. Allowing subordinates to make most contacts DIRECTLY, paving the way when they are having trouble getting cooperation. 5. Protecting subordinates from pressures WITHIN THE DEPT to revert to traditional methods. 6. Running interference for subordinates to secure RESOURCES, and protect them from CRITICISM. 7. Knowing what PROBLEMS subordinates are working on and whether those PROBLEMS are REAL. 8. Knowing subordinates POST and knowing important CITIZENS in it, and expecting subordinates to KNOW THEIR POST BETTER THAN YOU. 9. Mentor and coach 10. Monitoring progress of subordinates as necessary 11. Supporting subordinates EVEN IF THEIR STRATEGIES FAIL, as long as SOMETHING USEFUL IS LEARNED and it was well thought through. 12. Manage subordinates efforts overtime and dont let those efforts DIE BC OF SIDETRACKED. 13. Giving CREDIT to subordinates and letting others know of their good work\ 14. Allowing subordinates to talk to VISITORS about their work. 15. Identifying new RESOURCES/CONTACTS for subordinates to check them out. 16. Stressing cooperation/communication WITHIN and OUT OF THE UNIT. 17. Coordinating efforts across SHIFTS/POSTS and OUTSIDE of units and agencies. 18. Realizing CP cannot simply be ORDERED and that officers and detectives must come to BELIEVE IN IT. After 9/11, some people said CP died bc of funding going elsewhere but KAPPELER AND GAINES argue that CP provides the best PHILOSOPHY for police dept's to address both the threat of TERRORIST events and the FEAR that these events can generate.

Transactional vs Transformational Leaders: Transactional (when _____ person takes the ___________, making contact with others for the purpose of the exchange of valued things) Transformational (when ________ persons engage with others in a way in which the leader and the non-leader ______ one another to ________ levels of motivation and morality). Transformational leaders set high standards of _______ and become _______ ________, gaining trust, respect and confidence from others; articulate the future desired state and a plan to achieve it; question the status quo and [are] continuously ___________, even at the peak of success; and energize people to achieve their full potential and performance. Transformational leadership motivates followers to produce more than expected by raising follower ________ about the importance and value of certain goals, encouraging followers to transcend __________ for the sake of the group or organization, and motivating followers to address higher needs.

Transactional (when one person takes the initiative, making contact with others for the purpose of the exchange of valued things) Transformational (when one or more persons engage with others in a way in which the leader and the non-leader raise one another to higher levels of motivation and morality). Transformational leaders set high standards of conduct and become role models, gaining trust, respect and confidence from others; articulate the future desired state and a plan to achieve it; question the status quo and [are] continuously innovative, even at the peak of success; and energize people to achieve their full potential and performance. Transformational leadership motivates followers to produce more than expected by raising follower consciousness about the importance and value of certain goals, encouraging followers to transcend self-interest for the sake of the group or organization, and motivating followers to address higher needs.

What does CP'ing offer in terms of "Community Security?" 1. Decentralization of police organizations allows for a FASTER and MORE EFFICIENT response to crisis. A flat organizational structure allows a FASTER FLOW OF INFORMATION and COMMUNICATION WITHIN the organization, and also with THE PUBLIC. 2. CP's use of a DECENTRALIZED organization can produce a FASTER RESPONSE to incidents bc officers are better DISPERSED ACROSS THE COMMUNITY. 3. Empowering LINE officers with DECISION MAKING authority and responsibility can make them better first responders who can really RESPOND to a situation. 4. Use of fixed GEOGRAPHICAL POSTS allows officers to identify SECURITY risks and INVESTIGATE THREATS. 5. CP'ing officers are MORE TRUSTED BY CITIZENS and are more likely to be GIVEN INFORMATION about suspicious activity/events in the community before federal officials become involved. 6. CP officers are freed from the incessant demands of RESPONDING TO CALLS and are free to pursue leads/investigate activity.

What does CP'ing offer in terms of "Community Security?" 1. Decentralization of police organizations allows for a FASTER and MORE EFFICIENT response to crisis. A flat organizational structure allows a FASTER FLOW OF INFORMATION and COMMUNICATION WITHIN the organization, and also with THE PUBLIC. 2. CP's use of a DECENTRALIZED organization can produce a FASTER RESPONSE to incidents bc officers are better DISPERSED ACROSS THE COMMUNITY. 3. Empowering LINE officers with DECISION MAKING authority and responsibility can make them better first responders who can really RESPOND to a situation. 4. Use of fixed GEOGRAPHICAL POSTS allows officers to identify SECURITY risks and INVESTIGATE THREATS. 5. CP'ing officers are MORE TRUSTED BY CITIZENS and are more likely to be GIVEN INFORMATION about suspicious activity/events in the community before federal officials become involved. 6. CP officers are freed from the incessant demands of RESPONDING TO CALLS and are free to pursue leads/investigate activity.

When leaders have command presence, they remain cool, calm, and collected in the face of conflict, and exert _______ and _________ while handling a crisis.

When leaders have command presence, they remain cool, calm, and collected in the face of conflict, and exert confidence and self-control while handling a crisis.

When men obey another because of fear, they are _________. When men __________, they do so willingly—because they WANT to do what a leader wishes. The leader stimulates, m_______, and i_________ the group to follow willingly, even eagerly. The authority pushes and drives his men who yield and obey because they __________ _____ ____________ of disobedience.

YIELDING When men FOLLOW, they do so willingly—because they WANT to do what a leader wishes. The leader stimulates, motivates, and inspires the group to follow willingly, even eagerly. The authority pushes and drives his men who yield and obey because they fear the consequences of disobedience.

Community Policing (CP) calls for a

partnership between police and local community to solve problems on a neighborhood by neighborhood basis.