Developing Leadership In Police Organizations 2006 National Community Police Conference July 27 - 29, 2006 Washington, D.C. Image of IACP logo Community Oriented Policing “MY FRAME OF REFERENCE” Mission The mission of a Police Department is to protect and serve the community’s quest for a peaceful and safe existence, free from fear, and with democratic values applied equally to all citizens. Vision The safest city in the state to live, work and visit Philosophy I believe that policing should be an interactive, results-oriented process between the police and the community. The process is information driven and should create partnerships between the police employees, the department, and those we serve; identify problems that impact the quality of life in the community; devise strategies to address those problems; and work collaboratively to solve them by utilizing all re-sources available. The goal of the process is that the community we serve be competent in the pursuit of peace and tranquility. Core Values of A Police Department • Human life: believing that every life is precious. • The principles embodied in our Constitution and the authority of federal, state, and local laws: believing that democratic values apply to all. • The person: believing that being valued is a basic individual need. • The strength of personal character: believing that integrity is integrating beliefs with behavior. • The community we serve: believing that a competent community can develop and maintain a peaceful and tranquil environment in which to live and prosper. • Individual leadership: believing that each employee is a leader in the department and in the community. • Quality of life in the workplace: believing that if employees enjoy working for the Police Department they will provide quality service to each other and to the public. Guiding Principles Staff-One: A Perspective on Effective Police Management by Edward M. Davis & Sir Robert Peel To name a few… • Crime Prevention Top Priority • Public Approbation of Police • Voluntary Law Observance • Public Cooperation • Test of Police Effectiveness: The test of police effectiveness is the absence of crime and the presence of public order. It is not the evidence of police action in dealing with crime and disorder. Principles Continued… • People Working with Police • People Working With People • Managers Working with Police • Police/Press Relationships • Territorial Imperative • Openness and Honesty Community Oriented Policing and Organizational Cultures •INTEGRATIVE -Long, term relationships -Trust, Harmony -Shared Values -Effectiveness -QM-Quality Management -GREATER GOOD -RIGHT BEHAVIOR FOR RIGHT REASONS (EMPOWERS EMPLOYEES) •Developmental -Creative -Innovative -Flexible -MBWA-Management By Walking Around (EMPOWERS EMPLOYEES) •Administrative -Policy, Procedures & -Rules & Regulations -Rigidity -BSQ-Management by Status Quo (CONTROLS EMPLOYEES) •Production -Bottom line is driving force -Efficiency -Bias for action -MBO-Management By Objectives (CONTROLS EMPLOYEES) Work Model PRESCRIBED LIMITS: LAWS CULTURE RESOURCES AND METHODS COMMITMENT?? “MENTAL PROCESSING” SKILLS/KNOWLEDGE RESOURCES AND METHODS TASK PRESCRIBED LIMITS: DIRECTIVES SOCIAL Employees and Change 20/60/20 20/60/20 2% I’ve Got a Great Idea 10% Great!! Let’s Do It 60% I Will Do It, But I’d Rather Maintain the Status Quo 20% Speak Out Against It, But if Everyone Else is 8% I Won’t Change Doing It, then I Guess I & Be Decisive Will Image of a flowchart dipicting Dilemma in Police Organizations Greatest Challenge Over Next 10-15 Years? The 60% wanting to maintain status quo Disgruntled/Malcontent Employees Gilmartin, Harris & Associates Unknown risk creates mental casualties The policing profession is predisposed to changing people negatively Unknown Risk Creates Mental Casualties .Harris & Gilmartin Vulnerable Paranoid Victims Hyper-vigilance -A Biological Rollercoaster The Continuum of Compromise Acts of Omission (leads to) Acts of Commission – Admin (Leading to) Acts of Commission – Criminal Entitlement Vs. Accountability (leads to) Loyalty Vs. Integrity Leadership Issues and Community Oriented Policing •Territorial ownership •Community partnerships •Participatory & process oriented planning and management •Desired results orientation •Different organizational culture required •Alignment of strategies, structures and systems Leadership Issues Continued… •Extent of opposition from within •In the participatory decision-making process, mid-level managers often find their positions and authority at risk – feeling irrelevant to important departmental processes. •Mid-level management resistance can develop into failure to address problems that arise, and their tendency to undermine the efforts with misinformation. Leadership Issues Continued… •The lack of attention to the “people process” •Leadership can eventually confronted with outright opposition •Issues of inequity •Resistance to radical organizational change (Dennis J. Kenney) “Ethical Leadership at every level in a police department IS ESSENTIAL, NOT OPTIONAL” Charles R. Swindoll (Emphasis Added) Definition of Leadership The process of influencing human behavior to achieve organizational goals that serve the public, while developing individuals, teams and the organization for future service. What’s In It For A Law Enforcement Executive? IN TERMS OF THE PROCESS (Leading to) JOURNEY • REDUCED UNCERTAINTY • SELF-RELIANCE • CONFIDENCE • ENJOYMENT DURING THE JOURNEY •A LEGACY Developing Leaders In Police Organizations Program Overview Sponsored by the International Association of Chiefs of Police and the Department of Justice Purpose Provide an overview of a new way to understand and practice leadership Background Leadership can be developed! •WWII brought issue to the forefront •Active behavioral sciences theory and research focus for the past 60 years •Formally taught in military schools for more than past 30 years •Leader development an Armystrategic imperative since 1987 •Tried in small number of police departments over the last 10 years History of Police Leadership Programs •Early 1980s -- West Point revised itsbasic leadership course •Early 1990s -- West Point exportedcourse to Los Angeles Police Department •Mid 1990s – Dr. Prince and Chief Hesser trained the Georgetown (Texas) City Management and top PoliceDepartment leaders History of Police Leadership Programs •2000-present -- Dr. Prince and others train Austin (Texas) Police Department •2000 -- IACP adopted program and obtained grant from Justice Department •2001-- Arlington County Police Department selected for first pilot course •2003 -- Elgin, Illinois Police Department selected for second pilot program, first T3 course in Austin, Texas History of Police Leadership Programs •Presently, The IACP Leadership in Police Organizations course is being taught in a variety of places -Arizona (AZ POST) -Northern Virginia (NVCJA) -Virginia Beach, VA (VBPD) -Austin, TX (APD) -Los Angeles (LAPD) and Modesto, CA -Salt Lake City, UT (SLCPD) -And others Why Do We Need Better Leadership? Anyone could lead perfect people, if there were any. Robert Greenleaf Servant Leadership Image of two policemen: one standing with police sign upside down Why Do We Need Better Leadership? •Appointed leaders can’t be everywhere •New policing concepts assume better and different leadership •Change is doomed without strong leadership at every organizational level -COP -POP Why Do We Need Better Leadership? •Conditions of police work and their consequences for human behavior •The power of roles, formal authority, group norms, and organizational culture •Use of discretion at lowest organizational levels Why Do We Need Better Leadership? •Increased accountability •What did Hurricanes Katrina and Rita reveal about leadership among the firstresponders? Developing Leaders …leadership skills must be mastered by everyone in the organization if the organization is to survive. Personal and organizational success in the 21st century depend on developing the ability to lead, but also on recognizing and developing leadership in others. Patrick Townsend & Joan Gebhardt Five-Star Leadership Definition of Leadership The process of influencinghuman behavior to achieve organizational goals thatserve the public, while developing individuals, teams and the organization forfuture service. Leadership Development What do organizational leaders do? A image of a flowchart dipicting The Organizational Leadership Challenge A bar chart showing the levels of Subordinates A through E and N Two pictures of policemen Leading Individuals •Individual Differences •Attribution •Equity •Expectancy/Goal Setting •Motivation Through Consequences •Job Redesign/Cognitive Evaluation •Followership •Integration Lesson Picture of a police squad Leading Groups •Groups as Open Systems •Stages of Group Development •Socialization •Cohesion •Group Decision Making •Intra-Group Conflict •Integration Lesson The Leaders Picture of a leader for a police force The Leaders •Social Exchange/Bases of Power •Situational Leadership •Vertical Dyad Linkages •Transformational Leadership •Stress Management •Counseling •Integration Lesson An old photograph of a police force from years past Picture of Policemen out in the community Leading The Organization •Organization as an Open System •Leading the Environment •Shaping Organizational Culture •Leading Change •Setting the Ethical Climate •Integration A Model of Organizational Leadership Image of the Model for Organization Leadership Model of A Leader's Thought Process 2006 National Community Policing Conference July 27 – 29, 2006 Washington, D. C. Developing Leaders In Police Organizations