The

Law Enforcement
Supervisor’s
Leadership
Field Notebook
By
Randy Gonzalez
 Table of Contents

Chapter 1 – Ethical Considerations ---Page 1

Chapter 2 – Proper Planning Prevents Poor Performance ---Page 9

Chapter 3 – Leadership and Communications Skills ---Page 17

Chapter 4 – Maintaining the Supervisor’s Edge --- Page 25

Chapter 5: Elements of Supervision and Management --- Page 33

Chapter 6: Competence --- Page 41

Chapter 7: Qualities of Leadership --- Page 49

Chapter 8: Operational Implications of Leadership --- Page 57

Chapter 9: Time, Talk, Tactics and Action --- Page 65

 1

Chapter 1: Ethical Considerations:

Since supervision is such a critical task, the issue of ethics and

professionalism is essential to proper management of personnel. Leaders
cannot afford to appear unethical or hypocritical in the execution of their
responsibilities. Ethical considerations are more important than anything
else a supervisor can teach his or her subordinates. It takes courage to be an
ethical leader and supervise subordinate personnel. A day should not pass
without some mention or example of an ethical analysis of human behavior.
Ongoing learning process, in the experience of life and the workplace,
require ethical aspects of behavior. Central to this process of ethical
development is the need for professional competence. Ethics is much more
complex and encompassing than simply being politically correct or sensitive
to various aspects of human behavior. It is a profound moral sense of living
up to the duty of being a credible human being and dealing honesty with life.
As part of a supervisor’s leadership role, he or she must constantly be on
guard to provide the most effective visible example possible.
The supervisor must demonstrate strong personal ethics that express solid
values, maturity and morality to his or her subordinates. He or she must be
accountable for his or her actions. In the relationship building process with
subordinate, leaders must strive to develop competence. If subordinates act
in an incompetent manner, then supervisors must be held accountable for
such behavior. This is part of the expression of ethics and professionalism
within the organization. It goes beyond the required competence to be
effective in matters of “crime fighting”. Policing is a serious endeavor that
demands the continued development of personal capabilities in all aspects of
the job. It incorporates principles of honor, integrity and accepted traditions
for rules of conduct. These principles or precepts govern each individual
and the group as a whole. Such behavior is reflected in the exhibition of
behavior that speaks of standards and character of each member of the
organization. Each officer has a calling to display the right attitude and
express the correct character, through manner and bearing that shows respect
for oneself and those who are served in the community. The continued
development of one’s abilities, along with the pursuit of professional
excellence is essential attributes of such behavior.
 2

Supervisors should ensure that the precepts of the Law Enforcement Code of
Ethics, and the principles of the Canons of Police Ethics, are a part of his or
her leadership and management of subordinate personnel. Each subordinate
officer should have a good working knowledge of the parameters by which
we define ethical considerations.

The term ethics refers to:

Principles of honor, morality, integrity, accepted

rules of conduct and a professional mindset that
govern not only the individual, but also the group as a
whole. An ethical person demonstrates such behavior
on an off duty regardless of situations or
circumstances.

The term professionalism refers to:

Behavior, attitude, demeanor and thought processes

by which a person exhibits personal confidence in his
or her chosen career field, as well as respect for the
people served by the field of endeavor. It is also
demonstrated in one’s character, including
commitment to the continued development of skill in
the pursuit of excellence.
 3

Leadership requires the conscious desire and effort to encourage

and guide others. The ability to be a good leader requires
personal ethics and competence. Such behavior is often a matter
of projecting a strong sense of personal self-confidence. It is a
level of influential behavior that is a characteristic of but a
handful of determined individuals. The trained ability to
influence others, act decisively, guide and direct people toward a
goal, carry out objectives, take risks, and otherwise be bold and
daring rests in the hands of a few talented souls. A leader must
be clear, concise and effectively articulate the mission to his or
her subordinates. Once the mission comes into focus, the leader
must rally the followers toward accomplishing the mission. Not
everyone is cut out to be a leader. Leadership in the way of
supervision necessitates the ability to have a vision of where the
organization, unit, division, section, etc., should go. It is a
matter of developing the right road map, and then leading the
way from the front not the rear. Leadership must be carried out
with competent style, quality, compassion, character and
integrity.
 4

Leadership and supervision relate to the essential elements of ethics and

professionalism. Such notions speak of personal and group competence.
These aspects also suggest the absolute necessity of imparting accountability
and responsibility through the chain of command to all subordinate
personnel. Within this is the leader’s responsibility to ensure that his or her
integrity is intact at all times. And, the leader must make certain all
personnel are held to the highest of standards of conduct. The interpersonal
relationships that develop as a consequence of organizational interactions
also concern the use of power by virtue of position and status within the
organization. The appropriate use of power, through effective leadership, is
a positive characteristic. It is an important ingredient in every human
endeavor.

What is power? It is the ability to make happen

that which we want to happen or, conversely, the
ability to block the occurrence of events that are
undesirable to us. More simply, power is the
ability to choose.
Power is exercised in all human interactions, but
to say that one person is “more powerful” than
another is overly simplistic. People are only
“more powerful” or “less powerful” along a
given dimension or within a given situation.
(1)

Power must be used in a humane and judicious manner through effective

leadership and management. The organization is productive and successful
because it has good leaders who know and understand power relationships.
Leaders lead by the exhibition of appropriate example. We are endowed
with free will to make good or bad choices. There are no excuses.
 5

Train Hard and Fight Hard

Leadership is the first and foremost requirement

of any supervisor. It takes courage and boldness
to be a good leader. Leaders are not afraid of
taking risks when they believe they are right.
Even if it means the loss of a promotion or a
demotion, a leader is not fearful of making a
decision and standing firm by what he or she
believes. Leadership is displayed by effective
supervision in the motivation of others.
1. Planning and organizing workers through
empowerment and responsibility –
“POWER”.
2. Planning, organizing, scheduling,
staffing, directing, communicating,
controlling, reading, writing, researching,
designing, developing, budgeting, and so
forth are all parts of the whole body of
leadership activities.
3. Supervisors play a critical role at the line
level (e.g. first line supervisors) in
providing timely on-the-job training and
direction to subordinates.
4. Leadership requires adherence to rules,
regulations, policies, procedures and the
law, within what is reasonable, just and
logical and equitable.
 6

Ethical Precepts
(2)
1. The fundamental duty of law enforcement is to
serve the public trust.
2. A Negative attitude, overbearing presence or
officious behavior is counterproductive in law
enforcement.
3. The display of courageous calm and self-control
are essential when confronted with conflict or
opposition.
4. The use of unlawful force, brutality, harassment,
prejudice, favoritism, and the acceptance of gratuities
for personal advantage have no place in the mission of
law enforcement.
5. Every action, both public and private must be
above reproach, and serve as an example to others.
6. The badge represents the family of law
enforcement, and is a symbol of the trust granted by
the people to a select few.
7. The law shall be upheld over personal feelings
in the relentless pursuit of justice and equity for all
persons.
8. Neither fear nor favor shall affect judgments or
decisions about any particular situation under
consideration.
9. Each act shall be based on logic, facts, sound
reason and the elemental circumstances of each
incident.
10. Duty, dedication and devotion shall serve to
advance the law enforcement profession.
 7

Basic Considerations In Management

Keep in mind you are a leader first and a manger by virtue of your
leadership position. Know, do and be a good manger.
Enforce professional standards of behavior and ensure high
expectations of performance. Lead by example. Take charge and be in
“command”.
Seize the day, take the initiative, overcome and adapt to changing
environments. Become competent at making decisions. Do not be afraid to
take calculated risks.
Be creative and encourage the same in subordinates. Do not
discourage good ideas. Give credit where credit is due. Be yourself and
promote creativity.
Set clear and concise goals and objectives, and be certain everyone
understands them. Develop your own unique style and exert “command
presence”. Use proper planning to maximum advantage.
Make sure positive reinforcement and encouragement filters down
through the chain of command. Recognize and reward good performance.
Hold subordinates accountable for their areas of responsibility and
the actions they carry out. Insist that subordinates be responsible for their
actions.
Treat others with respect. Say and do what you mean. Treat others
as you want to be treated. Act in fair and just ways.
In order to gain compliance and motivation use a variety of
techniques and tactics depending on the situations and circumstances.
As a leader, you need to be on the front lines “walking and talking”
to others. You need to be involved from a hands-on perspective.
Deal with issues, concerns and problems in a forthright manner. Be
decisive and take action in a sure and swift manner.
Study, research and learn your job. Become an effective source of
information. Keep people informed.
Measure and evaluate activities to assess whether goals and
objectives are being accomplished.
 8

Although leadership must be firm and fair in its

application, it cannot afford to be authoritarian or
oppressive. A positive attitude, built upon person
competence, serves to motivate personnel. An effective
leader must endeavor to be objective and equitable in both
word and deed. Leadership represents the ability to
motivate others to action. It concerns getting them to
accomplish the goals and objectives you define. And, it is
a power by which you encourage personnel to rise to the
standards and expectations you have spelled out.
(3)

Leadership Involves Supervision and Management

Leadership concerns at least a two-fold direction of

thought and action. These include the special aspects of
supervision and management. Supervision is a dynamic
process whereby the leader asserts his or her ability to
motive, advise, counsel, teach, direct and evaluate
performance by subordinate personnel. It is the process
of ensuring the execution of policies, procedures, rules
and laws. The leader translates policy into action. As a
manager, the leader is concerned with the judicious use
of the ways and means to run an efficient and effective
organization unit or subunit. Management is the ability to
make systems work to the benefit of the organization.
(4)
 9

Chapter 2: Proper Planning Prevents Poor Performance:

Every aspect of law enforcement, and for that matter, any other organization,
requires proper planning. It is essential to the mission of patrol that proper
plans of action be implemented in a competent manner. Planning assists in
the development of strategy and eventually the execution of the patrol
mission. Any course of action requires a plan. It is a matter of setting forth
ways and means by which the goals and objectives are to be met. This is
particularly important for the first-line supervisor. He or she has daily face-
to-face interaction with line personnel.

First Line Supervisors

Are the Key
To Organizational Success

1. Lead the way, set the example and plan

effectively the best strategy possible.
2. Remember that you are responsible for
the performance of others.
3. You are that part of the chain of
command between command officers
and line officers.
4. You must be technically proficient, as
well as tactically proficient in the basic
elements of the job.
5. You must be capable of providing
technical support, personnel
management, instructional assistance,
as well as guidance and direction.
 10

An effective supervisor must recognize that the success or failure of

subordinates is reflected upon the supervisor. He or she is supremely
responsible for the actions of those under his or her command. As a leader,
you must develop and implement strategies that foster success. In particular,
first line supervisor are essential to the mission of the law enforcement
agency.

Key Points

The first line supervisor is responsible for the performance of

all subordinate personnel.
Responsibility and accountability are essential elements of
quality leadership.
Subordinates must know that insubordination, unlawful use of
force, and any form of workplace abuse or misuse will not be tolerated.
The first line supervisor must understand the critical transition
from line officer to line supervisor.
The primary concern is the accomplishment of the agency
mission. These are defined by the goals and objectives of the
organization and its leadership from the top to the bottom of the
agency.
The first line supervisor is the important linkage between the
command staff and the line personnel.
Interpretations must be made by the supervisor of the policies
and procedures, and effectively conveyed to the line personnel. These
instructions must be clear, concise and to the point.
Leadership skills and job competence represent necessary
qualities of an effective first line supervisor. A supervisor cannot
afford to allow fear, intimidation or other adverse feelings affect his or
her duties of command.
As a model of leadership and supervision, the first line
supervisor must ensure that he or she daily demonstrates the ability to
carry out his or her own assigned duties.
There is no room in police work for incompetence, and a lack
of courage to be a good leader.
 11

First Line Supervision

Competent first line

supervision leads by
example. Leaders
lead from the front
and not from the rear
or behind a desk.
They are proactive
and involved in the
execution of the
mission.

Leadership is a
process that is a
reflection of good
interpersonal skills,
as well as technical
and tactical ability
to do the job well.

A good supervisor is concerned about overseeing

the performance of his or her personnel. Not only
does he or she correct and direct proper
performance, but he or she is also a people
motivator. Performance is appraised fairly,
appropriately and directly. People are evaluated
in a positive manner that encourages them.
 12

The Management Process

Management is a leadership process, which entails

planning, organizing, controlling and directing the activities of
others.
It is a hands-on process that requires effective interpersonal
communication skills and the modeling of appropriate behavior at
all times.
Proper management includes proper leadership and
supervision of subordinate personnel. A good manage is first and
foremost a good leader.
A solid understanding must be held constant that the
supervisor is ultimately responsible and accountable for the actions
of subordinates.
By virtue of observation, inspection, investigation and
analysis, the manager endeavors to learn as much as possible about
his or her assigned duties, responsibilities and personnel.
Excellent supervision of a high quality nature is absolutely
essential to modern law enforcement operations.
Each subordinate personnel must be supervised, managed
and evaluated in a fair and impartial manner. No matter what a
supervisor thinks of a particular person, that person must be
treated fairly, professionally and judiciously. This applies to
disciplinary actions as well.
Technical and tactical familiarity with the job is very
important to carrying out the mission of management. Successful
supervision depends upon such knowledge of the job and its
associated details of operation.
Management involves leadership, human relations skills,
innovative ability, comprehension of short-term and long-term
implications of decision-making, skills of analysis and insight, a
vision for the future and competence in the job.
A manager must motivate, coordinate, supervise, lead, give
advice, counsel and otherwise deal one-on-one and face-to-face
with subordinates in a manner conducive to positive productive
activity and relationships.
 13

Good leaders are good managers and good supervisors. They are activists,
and are not afraid to seize the day. Being creative, adapting, overcoming
obstacles and improvising build the foundation for proactive leadership. It
takes courage be a supervisor. Sometimes it means standing alone and
accepting accountability and responsibility for your actions. When you are
right, you should stand by your convictions, regardless of what others say or
do. On occasion, it may mean risking the next promotion, being relieved of
command, or transferred to a less than desirable assignment. It definitely
means having a clear understanding of the mission, goals and objectives of
the agency. And, good leadership means you know and understand the
policies and procedures relating to your assigned area of responsibility.
Initially, upon being promoted, a new supervisor must use his or her
probationary period wisely. He or she must endeavor to think, learn and
develop an effective style of leadership and personal ability. To be a leader,
the supervisor must be willing to take risks and assert his or her ability in a
competent and confident manner.

Train and Develop Subordinates

Provide opportunities for subordinates to excel in their jobs.
Assist them in getting in-service and advanced training.
Observe performance and evaluate deficiencies in an objective
manner. Develop corrective measures that are productive and positive.
Avoid at all costs excessively familiar relationships with
subordinates. Such close relationships will damage credibility and
sacrifice leadership capability.
Utilize proper instructional ability, show how it is done, lead
the way, observe and evaluate through encouragement, and provide
follow-up feedback. Use discipline effectively.
 14

In addition to training and developing

subordinate personnel, supervisors
must acknowledge that patrol is the
primary function of the department.
All efforts must be focused and
defined to support the patrol function.
Anything less than total commitment
to an efficient and effective patrol
force will doom the agency to failing
the community. Proper management
by objectives is important to the
mission of patrol operations. Patrol
serves the public by being its main
source for the delivery of essential
services that cannot be provided by
any other entity. This takes an
extraordinary amount of leadership,
from the top of the organization to
the bottom.

1. Patrol officers need the backing and support

of all other divisions and subunits within the
agency.
2. It is a leadership responsibility to ensure the
maximum efficiency, effectiveness and
striking power of the patrol force.
3. Each request by the public for patrol services
needs to be fully addressed in a professional
and competent manner.
4. There is no place in patrol for the lazy, the
incompetent, the unfit, or anything else that
even hints of unprofessional behavior.
5. Management by objectives incorporates
sound principles of proper planning,
innovation, leadership and technology.
 15

The success of the

various divisions
in an agency
depends upon the
success of the
patrol force.
Detectives depend
upon the abilities

The Supervisor Lead the Way

Supervisors plan, organize, direct, control, observe, evaluate
and otherwise get the mission accomplished.
Supervisors translate policies and procedures into an action
plan for patrol operations.
Supervisors coach, guide and mentor subordinate personnel
in a proactive manner.
Supervisors maintain a healthy balance in terms of
interpersonal relationships, and endeavor to get their personnel
trained properly.
 16

Subordinate Personnel
1. Line officers follow their leader and put into action the goals
and objectives of the agency.
2. Line officers carry out and do the work necessary to
accomplish the mission, as directed by their leader.
3. Line officers not only follow the direction of their leader, but
also exercise discretion, initiative, flexibility and work to
maximize the striking power of patrol operations.
4. Line officers exercise their interpersonal skills ability to
enhance the effectiveness of public service. They are problem
solvers and work to find solutions to community problems.
5. Line officers possess information and resources relative to their
area of assignment. As such, they are critical to the
investigative process.

Good leadership ensures the

flow of information in a
positive and productive manner.
Each person is keep fully
 17

Chapter 3: Leadership and Communication Skills:

When a leader communicates he or she is attempting to exchange

information on a common level, so that everyone understands. It is the art
and skill of transmitting information from one person to another.
Communication must ensure that the receiver understand the messages
provide appropriate feedback. In simple terms, communication involves the
various aspects of sending and receiving messages in order to accomplish
some sort of action orientation.

Communication Has A Purpose:

To inform others
To persuade them to do something
To entertain certain notions
To motivate toward action

Effective Communications

Rely on self-confidence of the communicator

Must allow for good listening skills
Offer clarification and appropriate expression
Involve handling and controlling emotions
Ensure appropriate self-disclosure
Promote sound reasoning and logic
Develop cooperation
 18

Sender Receiver
On the other end of
The sender encodes a the spectrum, the
message. He or she receiver receives the
transmits that message message. He or she
to a receiver. decodes and then
responds with
feedback.

In order for communication to

be complete, there must be a
feedback process. Attitudes,
personal history, emotions and
feelings and other variables
come into play. These things
have an impact on the process
of communication. Barriers to
good communication are such
things as: bias and prejudice,
misunderstanding in the
decoding process, distractions,
poor listening skills, noise and
so forth.

It is important that messages be sent in a clear and concise manner so

that misunderstandings can be avoided. Often it takes patience and
time to effectively encode and send a message properly. Good
nonverbal aspects of communication concern appropriate eye contact
and mannerisms, positive body language, positive facial expressions
and mutual respect.
 19

Relevant Issues of Leadership

1) Authority: represented by the acceptance from

another power of the “privilege to command”, or
to carry act certain actions by the receipt of such
power.
2) Responsibility: related to the issue of
accountability. By virtue of incumbency, one is
liable for certain acts, and especially those of
subordinates.
3) Accountability: one is answerable to a higher
authority for the responsibility one has been
given.
Authority extends from the top of the organization
down through its various layers of bureaucracy. It is
delegated from one power source to another in
descending order of responsibility. Authority is power
to bring about action by influencing others. It is a vital
power of the communication systems within an
organization. The “power communication” continuum
must be clear, concise and to the point. People must be
able to understand the process by which power is
exercised. There must be no confusion. And, in
particular, there must be no confusion as to who is in
charge, if the organization is going to be successful.
Understanding is important along with consistent
expressions of authority. There are various associated
aspects of authority within the organization. These
include: the organizational structure or hierarchy of
authority, the legal authority or lawful sanctions, the
authority of function (technical and expert
requirements), authority by virtue of unity (the work
group), the authority of seniority, and the authority of
morality and belief system. Such aspects of authority
within an organization may compete with each or may
work in harmony. (5)
 20

Issues of Authority

Supervisors generally have two types of authority. These include

“general” and “specific” authority. They relate to:

General Authority: General authority is that type of authority,

which concerns the relative value of comprehensiveness to the
totality of the organizational setting. It is the kind of authority that
is all encompassing in nature. General authority is the freedom,
ability and competence to make decision and carry out actions
without having to consult with higher authority to do so. It is
assumed, of course, that this is a legitimate authority, which is
sanctioned by legal and procedural frameworks. The supervisor
must be able to exercise such authority in order for day-to-day
operations to be carried out. The organization cannot afford to be
bogged down in “micro-management” by higher authority. If the
supervisor does not have this authority, then personnel discipline
and control will suffer, and the mission will fail.

Specific Authority: Specific authority is related to the limitations a

supervisor has in the execution of specific tasks. This requires prior
approval by higher authority in carrying out actions. The supervisor
may initially execute the authority, but subsequently reports the
actions taken.

(6)

Full Authority Specific Authority

Supervision of subordinates Serious Discipline
Decision Making within sub-unit Tactical Situations
Scheduling and Job Assignments Emergencies
Leave Requests and Absences Crisis Management
Paperwork approval and review Public Safety Hazards
Initial On-scene Command Presence
Evaluations
Supply and Support Needs – Materials
Supercedes low level ‘empire-building’
 21

To be effective, a supervisor needs to be not only capable of exercising

authority, but he or she must be given the authority to lead and supervise.
Micro-management has no place in police work. Ranking officers above the
supervisor need to delegate authority appropriately, and then let the
supervisor supervise. Once delegation is established, an effective supervisor
must exhibit a kind of authority that people willingly accept for reasons of
mutual benefit, for the sake of the organization and because they trust the
leader. People tend to trust a particular leader because the leader acts like a
leader, and not like a coward or an incompetent indecisive person. A leader
must be assertive and confident in his or her ability to handle the job of a
supervisor. He or she must be decisive, and use his or her authority in a
positive manner. A good leader supports his or her staff even when it is
risky to do so. People appreciate competent authority that has a defined
sense of the mission. They follow because their leader knows what to do
and where to go. The following is worth noting:

The Top 10 Characteristics of a Leader

In four years of executive seminars conducted by Santa Clara

University and the Tom Peters Group/Learning systems, more
than 5,200 senior managers were asked to describe the
characteristics they most admire in a leader. Here are the top
ten characteristics, as reported in Management Review
magazine.

1. Honest
2. Competent
3. Forward-looking
4. Inspiring
5. Intelligent
6. Fair-minded
7. Broad-minded
8. Courageous
9. Straightforward
10. Imaginative
(7)
 22

Subordinate personnel should view their supervisor as one who is capable of

leading them in every situation they encounter. The leader should be seen as
the one who works the hardest at getting things done. Naturally, his or her
workload is different from subordinates. And, although he or she does not
do exactly the same thing subordinates do, the leader must not be seen as
lazy, incompetent, careless or indecisive. The leader’s work must be
appropriate to his or her area of assignment. He or she must lead from the
“front and not from the rear”. In the U.S. Army manual of Military
Leadership, four important characteristics of leadership are asserted. These
include: courage, candor, competence and commitment. (8)

Courage – This concept refers to both physical courage and moral

courage. It is a matter of overcoming ones fear about physical
harm as well as standing up for ethical principles. A leader
expresses courage even when it might cost him or her a promotion.

Candor – This means being open and honest with subordinates,

peers and those in higher authority. It reflects one’s sense of
personal integrity. He or she is not afraid to express his or her
opinions when necessary to do so.

Competence - This is the ability to think, know, do and be a good

leader. It relates to technical as well as tactical skills. It is based
on knowledge, education, experience, sound judgment, maturity,
wisdom and uncommon sense about getting the job done.
Through competence, the leader must bring his or her unit together
in a cooperative effort to make things work effectively. The leader
works to develop a cohesive and well-disciplined unit.

Commitment – This requires a leader to be dedicated to the

accomplishment of the mission. He or she demonstrates
commitment by trying to fulfill the goals and objectives of the
organization through positive and proactive efforts. The leader
endeavors to make contributions to organizational success for “the
good of cause”.
 23

Know Who You Are

Accept the burden of command and do
your best to succeed.
Understand your strengths and weaknesses.
Overcome the weaknesses, and capitalize
on the strengths.
Always strive to communicate strength,
power and a positive attitude. Use your
strengths wisely to affect others in a
positive manner.
Develop subordinate trust and confidence.

Keep a positive outlook in your daily communication exchanges.

Subordinates look to their leader for an example in order to be motivated.
Carry yourself with dignity, self-control and confidence. Use your
talents and gift to maximum advantage.
Analyze and assess the needs of others. Determine ways to address
those needs.
Study those around you and examine their interpersonal capabilities
and skills.
Look in the mirror each day and conduct and honest appraisal of what
you see there.
Think about your listening skills and determine whether or not they
are as effective as they could be.
Be aware of any gaps that may occur in any interpersonal
communication exchange.
Control any tendency to “pull rank” if you become uncomfortable in
an exchange.
 24

1. Ensure an effective interpersonal communication exchange

by thoroughly assessing the situation. Proper presence,
posture, mannerisms, observations, listening skills and
special positioning are important to this process.
2. Assess and evaluate what is happening and being expressed
by those involved. Give positive responses, check for
understanding and ask good questions. Allow those
involved the courtesy of getting said what they want to say.
Do not interrupt the person speaking.
3. Encourage and motivate participants through effective
problem solving, feedback, follow-up and reinforcement.
4. Know, do and be an example to your subordinates in the
execution of task and mission.
 25

Chapter 4: Maintaining the Supervisor’s Edge:

Leadership is a tactical art of management and supervision that strives to

motivate by example. Communication is at the heart of good leadership.
Subordinates want to know where their leader is coming from, and where he
or she is taking them. The effective leader must learn to adapt, overcome
obstacles, be flexible and improvise where necessary. Good leaders are also
risk takers, whose self-confidence and vision inspires others to follow. A
competent leader respects the impermanent nature of people, places and
things that exist in his or her environment. Nothing lasts forever, each day
changes in subtle ways, and promotion brings the duality of accountability
and responsibility.

Be Alert To:
Communication failure
Stress
Lifestyle
Conflicting Priorities
Time Constraints
Decision Process
Fitness and Nutrition Level
Career Direction
Health Habits
Thinking Processes
Belief System
Ethical Precepts
Personal Deception
Arrogance and Pride
(9)

It is the leaders mission to build and develop a cohesive unit of personnel

who interact in a positive manner. The mission has as its focus the goals and
objectives of the organization. And, personnel must be motivated out of a
sense of duty, discipline and devotion to ensure the success of the mission.
The leader must be able to communicate the essence and the particulars of
the mission to subordinates under his or her command.
 26

1. Mature leadership expresses itself by

knowing, doing and being technically and
tactically proficient. It is an expression of
servant hood versus being served at the
expense of others.
2. Competent leadership is not expressed in a
manner that is demanding at the sacrifice
of motivation and productivity. It does not
presume an air of superiority. Instead, it
mobiles human and material resources that
succeed in the goals and objectives of the
mission.
3. Effective leadership does not imitate or
otherwise mimic the style of others. It
finds its own meaning and is grounded in
authenticity.

4. Credible leadership is characterized by ethics and professionalism,

supported by initiative and teamwork. It accepts the burden of command
and assumes full responsibility and accountability. Such leadership
values up close, on-scene, and personal communications with no hidden
agendas. Competent leaders are not afraid of controversy, risk taking or
confrontation. They pick and chose their battles with care and do not act
in a reckless manner.
5. Mature leadership does not shirk its responsibility to invoke discipline
and carry out punitive actions when necessary. Yet, it conducts a
thorough assessment of each situation, and acts according to the facts. It
respects the diversity of personnel under its command. Such leaders deal
with each person where they are in their development.
6. In the absence of competent and confident leadership, credibility and
effectiveness within the organization is damaged and threatens the
organization, especially in a world of danger. Good leadership is
decisive, persuasive, motivating and determined to guide others in a
proficient manner. If mistakes are made, good leadership quickly steps
up and takes responsibility, regardless of the consequences.
 27

Keep the Competitive Edge

1. Know, do and be the best

you can be. Walk, talk and act
like a professional. Be cautious
of “politicians” both internal
and external to the workplace.
Both tactical and technical
proficiency are important to the
tasks of leadership. Strive to be
competent in your assignment
and guide your subordinates.
Be fit for duty, dress for
success and project confidence.
Develop your personal style
and uniqueness.

2. Beware of the temptation to take yourself too seriously. A good sense

of humor is appropriate to every level of command and authority.
Laughing at yourself helps balance the tendency to become arrogant
and obnoxious. Do not become self-absorbed with your position of
power and authority. Look in the mirror each day and guard against an
inflated view of your personal image. Be humble. Accept others
where they are. Extend a sense of grace and guidance wherever
needed. Do not be a “rank-promotion conscious spineless weasel”.
3. Avoid the “gossip mill”. If you have something to say about someone
then have the courage to say it to their face, not behind their back.
Overcome the “us vs. them” mentality, no matter whether it is
projected toward the organization or the public. Through the doors of
gossip and “us vs. them”, walks the ignorance of prejudice, bias and
bigotry. These are destructive notions. Work hard to increase your
organizational capabilities through a positive tactical-technical
mindset. The fundamental mission is service through the way of the
servant, as in “public servant”. Search out and deal with dissention,
deception, dishonesty and incompetence. Move forward and don’t
look back.
 28

4. Conflict is unavoidable. Deal with it. Understand that most people

are basically self-centered. Such attitudes are not conducive to
effective and efficient operations. Disgruntled subordinates, or
supervisors can generate conflict. You must learn how to cope with
such situations. Never give up and fight on in spite of the odds and
the obstacles thrown in your way. Develop your tactics in
accordance with the battle you are facing. Use your tactics and
strategy to your advantage. Be creative, innovative and adaptive.
Know what you are talking about when engaged in a debate. Say
what you mean and mean what you say. And, when the going gets
rough, devious and “back-stabbing”, you will have to get stronger
and more disciplined. Make strong your personal belief system.
5. Beware of controlling behavior. Sometimes it leads to micro-
management out of fear of failure and incompetence. Over control of
people, places and things, breeds animosity within the organization.
Sometimes, it can be seen in the ruthless efforts to avoid change and
maintain the status quo. Change is a necessary concept of
productivity in the dynamic aspects of human interactions, growth,
maturity and success. If there is going to be success and innovation,
then control must be appropriately managed and supervised
throughout the organizational structure. Delegation is important and
is essential to good leadership. Balancing delegated authority
requires discretion.
6. Lead effectively or find something else to do. If you can’t be a good
leader, then be a good follower. Nothing lasts forever. And,
eventually, things come to an end. Be visionary and seek out new
“territories” to explore and develop. Strive for balance and
perspective. Deal with stress and be careful about “burnout”. Know
your limitations. Be mentally, physically and spiritually fit for duty.
Ensure that your skills are up to date. Keep in mind the importance
of training, tools, techniques and tactics.
7. Self-mastery, as well as self-awareness, is at the core of good
leadership. A good leader has the moral courage to stand up for his
or her convictions. He or she acts decisively and strategically in
order to guide subordinates and accomplish the mission in a
proficient manner. Leaders are not afraid of the tasks they are called
upon to carry out. They view obstacles as opportunities rather than
roadblocks. The endeavor to practice an exemplary manner of
behavior that is above reproach or temptation.
 29

The warrior has a stringently crystallized

reality map, for the warrior must believe
in some higher truth. There are no
atheists in foxholes.
The modern soldier relies on established
tactics and firm beliefs when confronted
with a life-threatening situation: He does
what he had been trained to do.
When training fails and reason is
insufficient to save the day, the warrior
reaches deep within, where his
fundamental vision of self, God, or the
universe provides the winning edge. But
those beliefs must already be there.
Combat is no place to be making major
adjustments to your belief system.
(10)

Know, do, and be competent.

Think and plan ahead.
Be Decisive and Know where you want to go.
Control the high ground.
Decide what needs to be done to get where you want to go.
Gather relevant information and assess the facts.
Be conscious of consequences of actions.
Consider the interrelationships of actions.
Take control of your situations.
Proper planning prevents poor performance.
Know what to do, when to do it, where to do it, who should do it and so on.
Be proactive and ensure good forecasting.
Anticipate, recognize, and engage appropriate action.
Revise, improvise and adapt as needed.
Utilize strategic and tactical approaches.
 30

To enhance the competitive edge of leadership, you should ensure you are
energized each day. Your belief system must be in tact and fortified through
constant vigilance. Know yourself, understand your personality and how
you behave in each environment of operation. Each day, take a good long
look in the mirror. Daily self-analysis and assessment are essential to
personal growth and maturity. At a certain point in time, you must grow up
and act like an adult. Look for targets of opportunity to be productive,
creative and responsive to needs internal and external to the organization.
Learn and grow with insight and develop a unique personal style of
performance. Understand and know your subordinates as you value their
contributions and abilities. Enhance effectiveness by developing good
relationships. Develop a keen sense of understanding about the various
types of individuals you find within the organizational setting. When it
comes to human beings, anything is possible and limited only by the
imagination. Be alert to the organizational “politicians”. These are the
“shallow ones”, who possess no inner strength of convictional or dedication
to a mission. They are everywhere, possess hidden agendas and come in all
sizes and shapes. Such people will not back you when “push comes to
shove” in the organizational environment.

Before delegated authority can be

appropriately transferred when one is
elevated to a leadership position, the
receiver of such authority must know his or
her capabilities as an individual. He or she
must also understand his or her weaknesses.
The road to personal understanding begins
with research and planning. You must know
you history, your capabilities, past
evaluations, viewpoints of colleagues, as
well as the overall amount of support and
respect you have gained over the years. You
must be a person of high ethical standards,
personal self-confidence and integrity. The
leader must have earned the position through
education, experience, training, ability and
people skills.
 31

The paramilitary model of law enforcement should be the one that guides the
organization toward its goals and fulfillment of its mission. It is the model
closely related to the military model, but is slightly different because the
mission is different between the police and the military. Yet, it is essential
that the structure and the organizational operation be uniform, well defined
and hierarchal in nature. Through such a model, leadership can best assert
itself when the operational aspects are well designed, defined and defensible.
From such a posture, leadership becomes an exercise of influential actions,
in both word and deed. It is an exemplary process of personal assertion to
guide, motivate and foster competent abilities on the part of subordinate
personnel.

In organizations, leaders organize individual behavior

toward a common purpose. As a consequence,
leaders must understand both individual and group
needs, as well as the factors that will motivate people
toward production. This is often a subtle process;
leaders encourage, praise, punish, teach, and reward
individuals and groups in a complex process of
influencing behavior. This influence process puts the
leaders and the group in a continual negotiation over
the work to be performed and the pace at which it will
be accomplished.
(11)

First line supervisors, and particularly sergeants, should foster positive

“leader-follower” relationships on a professional basis. Their actions must
be conducive to building a positive atmosphere Supervisors must develop
well-founded trust among subordinates that is appropriate to the
organizational mission. They must show their personal competence and
perform their duties in a consistent manner. Sergeants, as well as other
leaders in the organization, cannot waiver in setting a good example in both
word and deed. Acting with integrity sets the example for others to follow.
This must be supported by a loyal and open relationship with subordinates.
Effective leadership stems from effective management and supervision of
daily duties.
 32

The appropriate exercise of authority is coupled with the ability to exhibit

control over that authority. It is a delicate balancing act. Authority is power
and concerns giving directions, as well as defining the limits of others in
their activities. Authority is balanced by the proper application of control.
In general, a supervisor exercises authority in a broad sense by carrying out
daily activities that concern the general operations of the unit. The law
enforcement organization contains key structural elements that are essential
to mission and goals of the policing function. Yet, the most essential
element in the police organization resides on the front lines of law
enforcement. It is the first line supervisor. Here, the striking power of the
police, along with productivity, morale and efficiency rest upon each
officer’s immediate supervisor. This job typically falls to the sergeant.

In the law enforcement agency, first level supervisors are of special

importance because of the great need for teamwork. Upon them rests
most of responsibility for providing the cohesive force which welds
the working force into a well-functioning, smoothly operating unit.
(12)

At the very minimum, the police

supervisor is a tactical and
strategic planner, organizer,
director, personnel manager,
trainer and instructor, controller,
communicator, decision maker,
and team builder.
 33

Chapter 5: Elements of Supervision and Management:

The issues of supervision and management are connected to morale within

the organization. They blend together. Supervision and management are
effective when there is a positive atmosphere and subordinates exhibit a
good level of morale. Of course, no organization is perfect, and no situation
is ideal. That is because people are not perfect. There are going to be “good
days” and “bad days”. Given the proclivities of human nature, there is never
going to be a state of perfect harmony. Yet, supervisors have great potential
to affect and otherwise influence their subordinates to a significant degree.
Leadership asserts good techniques and tactics of supervision and
management.

1. Ensure the projection of

a positive attitude.
2. Be a role model for
others to follow.
3. Be alert to gossip and
rumors.
4. Make fair and impartial
decisions.
5. Demonstrate effective
communication skills.
6. Provide feedback and
follow-up.
7. Reinforce the positive
aspects of what people
do.
8. Treat everyone they
way you want to be
 34

Discretion and Delegation

Discretion is the ability to exercise proper demeanor and restraint

in both word and deed. It the capacity to make responsible
decisions and be accountable. Discretion involves knowing what is
the right thing to do, and when is right to do it. The exercise of
“uncommon sense” (formerly common sense) is an aspect of
discretion. And, the ability to be prudent in the use of sound
judgment through proper discernment reflects the application of
discretion in action.
Delegation is the way a leader uses his or her discretion in showing
the confidence he or she has in subordinates. It is the ability to
entrust in others a certain amount of power by assigning
responsibility.

Discretion and delegation relate to the competence of the supervisor.

Competence concerns the supervisor’s ability to tactically and technically
proficient. The art of delegation helps the supervisor manage his or her
tasks more effectively. The supervisor who delegates appropriately can
focus on more critical aspects of management. Instead of trying to do
everything themselves, it is far better for the supervisor to train a subordinate
to handle certain tasks. This also creates opportunities for subordinate
personnel. They become trained in the ability to handle other activities, gain
personal experience, and grow in job knowledge. The supervisor has the
responsibility to manage and control the daily activities of the unit to which
he or she supervises. Yet, he or she cannot do this alone. Within this
organizational mix of personalities and competences, the supervisor faces a
balancing act between the demands of the administration, and the personal
interests of his or her subordinates. While the administration would prefer
certain organizational mandates, procedures, reports, etc, the first line
supervisor must demonstrate competence to subordinates as a “people
person”. He or she must be seen as a leader. Often, subordinate personnel
would rather see their supervisor as a competent leader, as opposed to a
“manager of paperwork”, or a “rules and regulations” enforcer. Leadership
is a delicate balance between competing interests in the organization.
 35

To be a good leader, you must know yourself. And, you must know your
personnel. An effective leader endeavors to know the personnel he or she is
assigned to lead. This simply means getting to know them, in terms of their
abilities, competencies, personalities and unique characteristics. Leaders
must study their subordinates and gain insight into their talents, ways of
doing things and thinking processes. It is important that the leader know
what motivates them. An essential ingredient, which also enhances
discretion and delegation, is the art of listening. Listening is crucial to
interpersonal communication skills. Likewise, it is important to knowing
and understanding subordinates. Listening to what the say helps the
supervisor learn about them. In most cases, people have the unique
inclination to enjoy talking about themselves. They will reveal a lot if the
listener simply pays attention. By learning about people, the supervisor is
presented the opportunity to understand what motivates a certain person in a
certain direction. This helps in developing strategies for influencing a
person’s direction, and otherwise motivating that person in a positive
manner.

What motivates a person to be

a productive member of the
organization? Positive or
negative motivators?
 36

Motivation stems from effective leadership. Good leaders are creative

motivators, which helps establish effective leadership. Leaders have
significant influence over their personnel, and, effective leadership is a
function of personal competence. To be competent one must have a
character of unquestioned integrity. On the other hand, an oppressive
authoritarian approach is counterproductive. The supervisor must know and
care for his or her subordinates. He or she must always be looking for ways
to encourage the positive aspects of who people are and what they do. An
uncaring and cynical attitude on the part of the supervisor will be destructive
to the organization. Subordinates need to know that someone appreciates
what they do. The praise given out by a supervisor must also be
commensurate with the work that is being praised. It cannot be superficial,
unearned or bias in favor of one person over another. People must simply be
treated in a fair and just manner. Leaders must be very cautious about
discouraging productive endeavors. Initiative and creativity are important to
the law enforcement mission. To stifle a subordinate’s imagination,
suggestions, innovation and so forth is counterproductive. Such actions are
destructive to morale, the personnel and the organization.

People will tell you many useful things about

themselves if you listen carefully. The
direction of their motivation is one such thing.
Direction indicates whether the person is
motivated largely by positive or negative
attractors. Knowing an individual’s direction
gives you an advantage when attempting to
influence that person.
Some people work harder in pursuit of an
attractive objective; others work harder to
avoid an unattractive situation.
(13)
 37

Stand by the innovation and creativity of your subordinates. A good leader

endeavors, whenever possible, to back and support his or her subordinates.
This is done even when it would be a disadvantage “politically” for the
leader to do so. A leader is a risk taker and is not afraid to step out in the
courage of his or her convictions. For instance, if someone has an idea, let
him or her run with it. When someone approaches with an idea or
suggestion about how to do something different or better, then they should
be assigned to go forward with it. Allow them the opportunity to be
creative, to think and experience as many possibilities as may exist in the
workplace. Leadership encourages the taking of risks in order to make the
organization grow, prosper and function in an effective and efficient manner.
A cold and impersonal organization cuts off new and different ideas that
may run contrary to the accepted ways of doing things. Just because we
have always done something a certain way, doesn’t mean we have to keep
doing that way. It becomes important in the long run to capitalize on the
energy and enthusiasm of your personnel. There should always be room for
agreeing and disagreeing over the tactics and techniques of getting the job
done. It is simply okay to disagree, so long as such exercises can be done in
a civil, constructive and respectful manner. A reasonable level of debate
should be tolerated, depending on the goals and objectives to be obtained.

Responsibility and accountability for one’s area of

assignment cannot be delegated to someone else.

Leadership cannot be borrowed, bought or bequeathed,
since it must be learned and earned.

Authority must be properly delegated in order to ensure
proper command, control and communications.

To be a good manager and supervisor one must be
properly in control of oneself, which means you must
know yourself.

Effective management and supervision requires
knowing one’s subordinates.

A good manager and supervisor must be strong,
courageous, fair, firm and productive.
 38

Important Officer Qualities

 Ability to react instantly after long

periods of monotony.
 Ability to exhibit initiative, use
mature judgment and imagination
in problem solving.
 Ability to know and understand the
unique aspects of exercising
‘common sense’, balanced by
discretion.
 Possess the capacity to express
good decision making, and do so
quickly, while under pressure.
 Ability to handle a range of
interpersonal exchanges involving
a variety of situations and
conditions.

 Ability to exercise good psychomotor skills in areas such as defensive

tactics, firearms, vehicle operations, first responder critical issues,
patrol operations, investigations, etc.
 Deploy a range of good human diversity skills, with effective
interpersonal communications ability, and provide excellent
expressions of verbal and written capabilities.
 Physical, mental and spiritual endurance in the face of confrontations
and conflict, along with being able to withstand abuse and hostility.
 Capacity to exhibit professional demeanor as well as personal self-
confidence.
 Tactical and technical skills to interact in various situations, groups
and crowds.
 Ability to function productively with minimal supervision on a day-to-
day basis.
 Possess objectivity, a sense of calm composure and courage when
appropriate and necessary to the mission at hand.
 Ability to maintain good character and the highest sense of personal
integrity.
(14)
 39

One of the most important

aspects, and basic essential
ingredients within the
organization for good morale
is the supervisor. He or she
must set the example for
others to follow. The greatest
amount of influence that can
be exerted over subordinates
comes from the first line
supervisors. Effective
planning and management of
morale comes from the
leaders on the front lines of
law enforcement.

Day to day decisiveness and bold

actions are important to this task of
fostering motivation and morale
among the line officers. The
supervisor sets the level to which
others must rise or fall. Positive
attitudes, cooperation and dedication
to getting the job done, all reflect
upon the level of morale. Likewise,
this also suggests the quality of
leadership on the part of supervisors.
Supervisors who are technically and
tactically competent, and possess the
qualities of good leadership, will
strive constantly to maintain the
morale of subordinates. This
requires confidence, dedication and
determination to succeed, in spite of
the organizational politics.
 40

Good leaders endeavor to ensure an

effective level of morale. They
maintain a positive attitude, because
they are positive and motivated.
Cooperation is key to getting things
done, solving problems and is
reflective of good attitudes about the
organization.

When it is time to take command, someone has to be in charge and

lead effectively. Taking command means knowing what you are
doing. Subordinates observe your leadership style, decisions and
activities on a daily basis. You must operate in a professional and
forthright manner. A part of being in command is to control the
“rumor mill” and the “gossip grapevine”. Gossip, bickering and other
unprofessional behavior will damage an organization. Negative
gossip and distorted stories need to be dealt with in a sure and swift
manner. Everyone must be treated with respect, courtesy and
fairness. A sense of fairness is essential to good morale and
productivity. Subordinates must be able to trust their leaders. If they
know they can count on you to be fair, then they will learn to rely on
your decision-making capability. At every opportunity you must
compliment and reinforce your subordinates. Attitude and morale
are affected by your actions that reinforce positive behavior.
Deliberate actions of positive reinforcement assist every level of the
organizational system. You must never forget the importance of
integrity. It is essential that subordinates know they can rely on your
values. And, they must believe that you know the difference between
what is right and what is wrong.
 41

Chapter 6: Competence

The organization must follow a plan that will ensure the enhancement and
promotion of competent law enforcement leaders. Now, more than ever, in a
complex society, cops have to be very good at their jobs. And, likewise,
supervisors have to be leaders. They must be driven by a purpose, and
dedicated to the ethical precepts of law enforcement. Supervisors cannot
afford to be “whiners” or “weaklings”. They have to be tough-minded and
dedicated. The survival of the organization depends upon competent
forthright leadership. In fact, the very survival of the community is at stake.
All too often, by “accident” or design, incompetent officers rise beyond their
level of competence within the organization. In today’s world, the
competence of supervisors could be in short supply. There are too many
who will not take risks within the organizational setting. They are basically
organizational cowards who will do anything to cover their backsides. It is
critical to the mission of law enforcement that the agency cultivate and
promote leadership competence at every possible opportunity. Naturally,
supervisors do not have to know every possible technical aspect pertaining
to law enforcement or criminology. But, they should know how to make
decisions, how to get answers and how to solve problems.

Every supervisor should keep himself abreast of the fundamental

changes in practices, techniques, and procedures in order to be
equipped to carry to his subordinates that information they need to
perform their jobs properly. He should prepare himself for this
position by gaining a good working knowledge of the principles of
organization, administration, and management. He should know and
understand the principles of performance evaluation. He should
become an expert in directing the efforts of his subordinates into the
most productive channels. He should know how to relieve himself,
through the process of delegation, of many tasks which others below
him are capable of performing as well or better than he can. In
delegating routine tasks to subordinates, the expert supervisor will
give them sufficient authority to match the responsibility he has
imposed upon them. (15)
 42

A good understanding of basic tactics, techniques and procedures is essential

for every supervisor. Good management is characterized by striving to learn
and enhance one’s capabilities. Leadership is the rock solid basis from
which effective management and supervision flows. The key word, of
course, is “effective”. Competent supervisors guide and assist their
subordinates in a manner that is conducive to quality productivity.
Competence is closely related to confidence. Confidence must produce
command presence. Command presence must deliver quality leadership
capabilities. Leaders must exhibit behavior that gains respect so that others
will follow him or her.

Leadership Requires Competence

Authenticity
Responsibility and Courage
Credibility and Accountability
Courtesy and Patience
Maturity and Growth
Mutuality and Teamwork
Encouragement and Guidance
Hospitality and Fellowship
Unity of Purpose and Direction
Sense of Mission
Humility and Confidence
Command Presence – Look the Part
Risk taking
Tactics and Techniques

Through competence, leaders take their subordinates in directions they

thought they could not go. Leaders are not afraid to take risks and express
the daring to do innovative things. He or she learns what his or her
subordinates can do and then lets them excel in areas that reflect their
capabilities. A leader displays fairness in all contact and deliberations with
those under his or her command. A good leader daily demonstrates his or
her competence by being fully responsible for the actions of his or her
subordinates. Leaders are not afraid to be held accountable for their
decisions and actions.
 43

The 21st Century American Samurai

Key Concepts (16)

All things must come to an end

Existence is a state of impermanence
Evil and adversities must be overcome
Pride, arrogance and self-importance must disappear
Leadership lives through competence and self-sacrifice
Failure to understand that things end, may lead to excesses
Develop a sense of detachment from your surroundings
Do not become preoccupied with material things
Be on guard against arrogance and self-importance
Do not neglect your organization duties
Be mindful of honor, integrity and bravery
Keep in mind issues of right and wrong, good and evil
Develop a sound basis for person principles
Know what it means to be an ethical professional
Proper respect must be shown to others
Etiquette and manners must be correctly exhibited
Reliability, accountability and responsibility are essential
Develop a character that is strong in humility
Bragging is both reckless and dangerous
Cultivate a proper sense of style and demeanor
Ensure leisure time, relaxation and diversion
Enhance your personal growth and development
 44

Leadership Competence Basic Principles

Self-Knowledge and Personal Enrichment

Tactical and Technical
Responsible and Credible
Uncommon Sense – Responsible Actions of Accountability
Exhibit Appropriate Qualities to Others
Know Your Subordinates and Take Care of Them
Timely Decision-Making Capability
Inform All Personnel as Appropriate
Issue Clear Instruction and Directions
Follow-up on Assigned Tasks
Ensure Team Cohesion and Action
Enhance, Build and Encourage Individual and Team Capabilities

Of the traits that are important to the principles behind leadership

competence, dependability in the proper execution of assignments is a key
aspect. The performance of conducting one’s duties in a forthright manner
is necessary to ensuring subordinate confidence in the workplace.
Dependability and proper performance of tasks must be reinforced by
integrity, initiative and decisiveness. Proper judgments, demeanor and tact
must be employed to foster a positive climate of team cooperation.

Leadership that is competent is neither oppressive nor arrogant. Being a

leader also means putting up different and sometimes difficult people. Some
people, for example, do not know or appreciate the personal and professional
“boundaries” of others. They may sometimes intrude where they should
know better or at least consider appropriate manners for the situation.
Supervisors and subordinates alike should not invade another’s sphere of
activity. Such intrusions might come in the form of unnecessary sudden
“important meetings”, or a so-called “urgent” phone call, etc. On other
occasions, people may suddenly stop in the office area, request a conference,
or stop by for “coffee” unannounced with no advance warning. Such
intrusions upon the supervisor take up time and expend unnecessary energy
that could be well spent in accomplishing organizational duties. Along these
lines, leaders must be alert to the potential “seduction of power” that may
erode their overall capabilities.
 45

Competence as a leader, and by

extension, supervisor and manager,
relates to fundamental necessities of
keeping up with changing times,
innovations and technology. Leaders
are called upon to be good at planning,
organizing, managing personnel,
training subordinates, controlling costs,
making sound decisions, and being
effective communicators.

Competent leaders understand the necessity for the

delegation of authority, as well as the ability to initiate
action. Although authority can be delegated, responsibility
and accountability cannot. Accountability extends all the
way up the chain of command. Proper authority is related to
proper management of resources. On the other hand,
incompetence surfaces in the inappropriate use of authority
and lack of managerial control. Authority exists at all levels
of the organizational structure and therefore must be
exercised effectively. The basic element of such competence
begins with each individual, who is mindful of his or her
responsibilities.

When you are competent people
are going to respond in several
different ways to you. They may
fear you and subsequently plot
behind your back. They may
respect you and follow you
willingly no matter what. And,
they may applaud you on the
surface, follow you to a certain
point, but when trouble lies ahead,
they will be too afraid to follow
and won’t stand behind you. As a
leader you must understand the
dynamics of human nature.
Competence defines your
character as one that is exhibited
by proper behavior. It shows in
your demeanor, by the way you
talk, the way walk and they way
you treat others. It is reflective of
your personal values and beliefs in
all that you say and do.
46
Competence to do the job of
leadership refers to one’s
sufficiency of means to deal
with the necessities and
complexities of life’s every
day tasks and challenges. It
is the essence of who and
what you are as a person.
And, it means that you are
capable, through appropriate
abilities to provide the
required talents to get the job
done. Being competent
concerns adequate capacity
for knowing, doing and being
an effective leader.
As a competent leader, you
must be capable of taking
action when action is
warranted. It must be done
without hesitation or
remorse. You must know,
do and be a competent
leader. This is reflected
outward by your inner
strength and courage. It is
built on a solid foundation
of good character and
integrity. The foundation of
which is constructed of the
innate ability to know right
from wrong, and connects
knowledge to action. It is a
“warrior’s” sense of daring
and bearing to do the right
thing regardless of the
consequences.
 47

Leaders are required, by virtue of the fact that they lead, to possess the
ability to think critically, decisively and logically to foster proactive results.
They must have a certain level of knowledge about the both internal and
external organizational surroundings. The knowledge they have translates
into operational capabilities that include interpersonal communication skills,
conceptual abilities, technical capabilities and tactical proficiencies.
Effective leaders are always in pursuit of mastery of these capabilities. It is
part of their task orientation to the leadership position they hold. The
ongoing development of such capabilities is essential to the accomplishment
of the organization’s goals and objectives. Likewise, the leader, who is
actively seeking improvement, also demonstrates the kind of character that
exhibits integrity and professionalism. Being a leader is demonstrated by
manner, bearing and proper conduct, both on and off duty. Actions match
the words we speak as we guide and teach those around us. Whatever we
say to others should be appropriately modeled in the way we conduct
ourselves each day. We must mirror the ethical precepts we preach. As
such, we must always endeavor to do the right thing, regardless of the future
consequences of our actions. Personal principles of living rightly are not
always easy to follow. In point of fact, it is more difficult to do what is
right, when it is right to do it. The adverse nature of “politics” within the
organization, as well as the surrounding community, may be conducive to
doing the wrong thing. It may be enormously advantageous to do the wrong
thing to ensure rank, status and appreciation within the organization. These
actions may even be viewed as a “necessary compromise” for the “good” of
the organization. Such are the decisions that leaders must make, with an
understanding of the consequences that may follow. But, if something is
wrong, then it simply should not be done.

Right and Wrong

One who is an executive should have a thorough understanding of
these two qualities. If he knows how to do the one and avoid the
other, then he will have attained the Way of the Executive. And
right and wrong are nothing but good and evil.
(17)
 48

The number one asset of the

organization is the competent line
supervisor. As a leader, he or she
must strive to ensure the development
of his or her subordinates in the most
effective way possible. Each unit
within the organization must be
efficient, effective and proactive.
This is essential to the overall mission
of the organization. It is a
combination of competent leadership, Leaders must know how
skill training, experience and to implement strategy to
education. A significant challenge ensure success. They
facing each leader is the ability to must work hard to form a
know each subordinate. A good plan of action, in order to
leader is a good tactician, who works assist the organization in
to understand each of his or her achieving success. Such
subordinates. actions require the leader
to be on the move, with
sense toward what needs
to be done next. This
requires keen thinking
skills, problem-solving
capacity, initiative,
understanding motives
and intents, being able to
take independent action
and decisiveness.

Being a competent leader is more than just

wearing the rank insignia. Thinking ahead
and planning effectively are essential. The
mental aspects of problem solving begin
before the problem surfaces. A complex,
sometimes chaotic environment requires
mental and physical strength of character
and ability.
 49

Chapter 7: Qualities of Leadership:

Leadership requires the capability of managing and supervising. This is a

coordinated mix of abilities and skills, built upon a foundation of ethics and
professionalism. To carry operations, tactics and techniques of the police
mission requires that leaders define policies and procedures so that
subordinates know what is expected of them. Although these things may be
written down in standard operating procedures (SOP’s), leaders need to
carry the message to the personnel. Each leader has a unique style. And, by
that style, he or she must translate the SOP’s into action. Sergeants, for
example, are called upon to manage and supervise the day-to-day tasks of
patrol squad operations. This is translated into carrying out those duties
necessary to ensure that “routine” shift responsibilities are accomplished. It
becomes incumbent upon the supervisor to balance the needs of the agency
with those of the individual officer. The sergeant, or other line supervisor, is
in a position that is affected by issue from the bottom up and the top down.
Upon initial promotion, this may be difficult to assimilate in the process of
moving from line officer to supervisor. Sometimes it becomes a real
challenge to take on the role of supervisor. This transition may take time.
And, it may require a few confrontations and mistakes before the reality of
command takes hold. Managing people becomes an essential quality of the
new leader. As perceived by subordinates, it is very important to the
mission and goals of the organization. Subordinates want to know they can
trust their leaders, and that their leaders are competent to do the jobs.
Effective management skills rely on good interpersonal communications
ability. Leaders must be able to communicate effectively. They must be
able to perform the role of managing people in a competent manner.
Leaders must clearly communicate policies and procedures. Likewise, they
must be able to delegate tasks to subordinates. In addition, leaders must be
able to motivate personnel through effective day-to-day interactions by use
of proper discretion, listening, interacting and coordinating, as well as
appropriate conflict management. Through clear and concise
communications, leaders help subordinates understand the policies,
procedures, reasons and direction of the organization. It is important that
trust and loyalty be established early on in supervisor/subordinated
relationships. Each must come to trust the other. This comes from eye-to-
eye interactions on a daily basis. Problems must be quickly identified and
dealt with.
 50

Basic Law Enforcement Officer Qualities

Honesty and Integrity

Strong Personal Belief System
A Sense of Professionalism
Adherence to Ethical Precepts
Mental and Physical Fitness
Ability to Cope with Stress Related Issues
Maturity and Education
A Desire for Ongoing Education and Advancement
A Calling to Public Service
Ability to Endure long periods of Monotony
Capacity for Discretion, Initiative and Common Sense
Decision-Making and Problem Solving Inclination
Understanding of Patrol Assignments and Areas of Patrol
Inquisitive ability to Assess Human Behavior
Awareness of Officer Safety Tactics
A Sense of Humor
Awareness of the Dark Side of Human Behavior
Ability to Make Mature Judgments
Keen Assessment of the Suspicious
Good Interpersonal Communications Skills
Ability to Exercise Psychomotor Skills
Good Speaking and Writing Abilities
Capacity for Interaction with Diverse Population Groups
Strength to deal with Public Abuse
Personal Self-Confidence and Self-Control
Ability to work under limited Supervision
Objective, Insightful and Observant
A well-balance perspective on the world
Ability to Handle Authority Appropriately
Capacity for Fairness and Equity
 51

A leader is a person who can motive others. He or she has a special gift that
they develop that gets others to follow them. Leaders exercise an ability to
influence and guide others, in order to reach a goal. First line supervisors,
for instance, must be able to exercise those qualities conducive to effective
supervision. Leaders come of age through their own gifts and talents. Not
everyone can be a leader. Some have to be followers. But, that is just the
way people are made, and how they differ from each other. Some genuinely
want to be led by others. Leaders lead in way that reflects their personality.
Just because someone is given the training, education, and exposure to
experience, does not necessarily mean they can be turned into leaders.
Leaders have a will to lead. It is their calling and mission in life. Most
people are not capable of being leaders. Only a few rise to the pinnacle of
what constitutes true leadership ability. Many are called but only a few will
be leaders. The dynamics of leadership include:

The Leader

The Group The Mission

Leader – Group – Mission Interaction

Innovation, adaptation, flexibility, discretion, personality and style:

these terms relate to the dynamics of interaction between the leader, the
group and the mission. The leader must, through honesty and integrity,
motivate his or her subordinates to higher levels of productivity and
performance. Being a leader means you better think twice about have a
bad day, because a people are depending on you to set the example and
lead the way.
 52

(18)

Leadership relates to courage and a determination to reach the objectives and

complete the mission. Leaders build relationships with people and motivate
them to succeed. They inspire confidence and command respect without
demanding it. Leadership means you have a vision about the direction you
want to go. And, in the process of leading, you demonstrate personal
integrity at every opportunity. As a leader, you must seize every opportunity
to move ahead, regardless of the competition, the opposition or the criticism.
The dynamics of leadership are such that there will always be enemies,
detractors, critics and obstacles. No matter what, you must persevere. You
may not win all your battles, but you will know you put up a fight.
 53

12 Key Aspects In Brief

1. Never fear assuming responsibility for your actions,
conduct, and decisions. Be courageous in accepting
responsibility.
2. Know yourself, do the right thing, seek justice and always
pursue self-improvement. Encourage each person you work
with.
3. Set the right example. Be the leader. Take command and
do be afraid to stand alone.
4. Guide the development and training of your subordinates.
Allow them opportunity to grow and learn.
5. Make sure you give clear, concise directions. Ensure that
people understand the job that needs to be done. Foster
professionalism and productivity. Implement effective
supervision, and make certain the mission is accomplished.
6. Gain knowledge and insight about your staff. Look out for
their well-being. Support and back them when it is right to
do so. And, Never let them down.
7. Ensure effective communications, so that everyone is kept
up-to-date and informed.
8. Establish priorities and set goals efficiently. Make sure
goals are plausible and realistic.
9. When you make decisions, make them in a forthright and
professional manner. Use sound judgment in making timely
decisions. Once made, stand by what you have decided, and
do not back down when confronted by intimidation. Learn
to do right and do no harm out of malicious intent.
10. Learn from your mistakes, and move on to the next
assignment with confidence.
11. Strive to be technically and tactically proficient in your job.
You must know, do and be a leader. You must be able to
identify with your subordinates. “You’ve been there, you’ve
done that and you took home the tee shirt”.
12. Build an atmosphere of teamwork. Get people to work
together.
 54

The Leader – The Group – The Mission

Leadership is an inherent ability to demonstrate skill in the

performance of one’s duties and calling. It is a matter of
demonstrating command of people, places and things by virtue of
study, discipline, experience, imagination, and observation of the
environment. Leadership involves self-evaluation, skill building,
experimentation, courage and determination. It is a fearless
exhibition of challenge the things one experiences in his or her
world. Manner and bearing speak to these qualities, along with
honor, integrity and humility.

Manner and Bearing

Whatever happened to the basics of manners and courtesy?

These things express the qualities of leadership and the
acquisition of mature adulthood. Simple courtesy to others in
the demonstration of polite manners is essential to the core
expression of leadership. It reflects the cultivation of
competent personal behavior. In basic form, it is a matter of
posture and positioning of oneself in the display of one’s
presence, appearance and personal conduct. Manner and
bearing relate to the element of posturing, positioning,
listening and observing oneself and the surrounding
environment. Subordinates must come to see you as an
example of what they aspire to know, do and be. Physical and
mental fitness are absolute requisites to this issue of manner
and bearing as they affect leadership qualities. No matter what
you do, where you go, on or off duty, you must act in
accordance with correct principles of leadership.
 55

Personal conduct, verbal expression, and interpersonal exchanges must be

calculated to elicit the proper affect. Generally, the color of one’s speech
should be such that appropriate at all times to the situation at hand. There
may be occasions when certain types of language may be appropriate
depending the incident being faced. If the supervisor knows his or her
subordinates, then he or she should be able to balance the various aspects of
interpersonal communications.

A leader must be dignified. Dignity implies a state deserving

of supervisory authority and a position of leadership. It will
require that one control his actions and emotions. A leader
will quickly lose control of his subordinates if he makes a
spectacle of himself through loudness, excessive drinking, or
lack of emotional control. To develop the bearing of a leader,
they you must:

• Require of yourself the highest standards in appearance

and conduct;
• Avoid coarse behavior and the use of vulgar speech;
• If you drink intoxicants, drink moderately;
• Apply moderation in all personal activities;
• Habitually maintain a dignified manner;
(19)

A disciplined life, built upon a solid belief system, is necessary to

reinforcing the dignity that must be expressed in a leader. The belief system
must be truly a part of one’s entire life-style both on and off duty. One’s
beliefs become more defined through time, testing, experience, growth and
maturity. It is the moral basis by which one displays both physical and
mental courage. These attributes are highly valued, but sometimes not well
understood until severe testing of one’s will takes occurs. Those who never
tried, or took risks, or experienced failure will not clearly understand.
 56

In the face of adverse conditions, whether political, economic, social or

otherwise, a leader must stand firm on his or her convictions. He or she
must not deviate from ethical principles in the confrontation with opposition,
criticism or ridicule. No matter how difficult things get, the leader must
remain resolute in the belief that he or she must always to the right thing.
Moral courage is the mental expression of one’s ability to stand alone in
following the righteous path, regardless of disfavor or defeat. A leader must
be thought of as one who has integrity without compromise, and the he or
she will back up his or her subordinates. One who leads others, and holds
himself or herself out to be a leader, knows when, where and how to fight
the “battles” in the workplace. The emotional reaction that one experiences,
that we sometimes call fear, must be controlled in a mature and proper
fashion. While one tries to be objective, we cannot be 100% purely
objective in all cases, situations or experiences. Identifying the feelings
when they arise, and dealing with them in a forthright manner fosters the
ability to deal with the fear factor. Whatever that may be, one’s abilities
must be exercised to the extent necessary to overcome any obstacles to
carrying out duties and responsibilities. As a leader, you simply must take
command, face your fears and exercise your capabilities with self-discipline
and calmness. At all times, you must be in control of your mental processes,
as well as focus on the mission. As a leader you are responsible and
accountable for others. That cannot be taken lightly. It is serious business
to control, direct, guide and otherwise motivate those under your authority.
And, no matter what other are doing or saying, you must be different.

Stand firm in your beliefs

Pick your battles
Do the right thing
Seek justice
Deal with your fears
Develop Maturity and Put Away Childish Things
Be Decisive and Be in Command
Accept Responsibility and Accountability
Be an Example of Ethical Precepts
Exercise Self-Discipline and Self-Reliance
Take Risks and be Creative
Adapt, Overcome and Innovate
 57

Chapter 8: Operational Implications of Leadership

In terms of the organization, success or failure depends upon the quality of

leadership from the top down. But, organization is not a one-way street
beginning at the top. Such noble qualities must operate in both directions
through cooperative relationships. Each department must work cohesively
with the other components. Leadership has implications that rely on such
things as decisiveness, dependability, honesty, integrity, communication and
enthusiasm, along with tactical and technical capabilities. On a personal
level, being a leader requires the ongoing development of mental growth and
expansion. Leaders must practice a capacity to experience “fluid
intelligence”. That is, they must challenge and exercise their minds
consistently. Mental challenges and problem-solving experiences assist in
enhancing thinking abilities. Sound reasoning and analysis abilities are the
essence of the so-called “fluid intelligence”. Growth and maturity expand
through this process and relate to mentally active and challenging lives.
Leadership is a creative endeavor that does not live in a vacuum, cling to a
mediocre performance level, or live a chaotic lifestyle. (20)

Leadership is not satisfied with the organizational status quo or simply being
“politically correct”. It is more dynamic than that. Leaders are few among
us. They have courage and they are dependable over time. Effective leaders
in an organization have patience, as well as endurance both mentally and
physically. They continue to train themselves in mind, body and spirit. An
important component of training oneself involves a commitment to
continuous physical exercise and personal health maintenance. Leaders do
not let themselves get out of shape and overweight. They maintain the
discipline of mental and physical fitness. Such efforts foster enthusiasm for
the mission. By setting the example for others, you directly affect the
productivity of subordinates. Proactive efforts of subordinates relate to the
way you impact their performance levels. Your presence must demonstrate
the effectiveness of your leadership ability. Showing zealousness about the
getting the job done, as well as sincerity in doing the right things, instills
motivation in personnel. However, such activities can have a short life span
if the supervisor becomes stagnant, pessimistic, lazy or lax in his or her own
job performance. Supervisors must seize opportunities to motivate and
inspire their personnel. They must look for occasions to encourage their
subordinates and capitalize on the successes.
 58

Wisdom is sometimes seen in the ability to give up what

You cannot have so that you can keep
What you cannot lose.
As a part of Wisdom, Faith, by contrast is seen in the
Expression of an attitude, which is
Subsequently translated into Action.

Leadership is an art form that transitions into an action-oriented endeavor.

To be a leader, means that you are very much aware of the necessity for
action, as opposed to a static existence in the workplace. For that matter, it
extends beyond the workplace into a lifestyle. Things must move and
express growth as a process of change. As an artistic enterprise, leadership
is the ability to exhibit skill in the execution of one’s duties by virtue of
learning, experience, and constant observation of people, places and things.
In the field of law enforcement, subordinates quickly recognize a lack of
tactical and technical ability. You can’t fool people for very long. They will
be quick to see incompetence. So, you must be honest about your abilities
while you grow in your leadership position. A leader must work hard to
demonstrate his or her abilities to the extent necessary to win the “hearts and
minds” of followers. It is important to seek input from those who have the
experience, qualifications and expertise associated with the particular issues
at hand. Learning never ends. The mind must be active. A good leader is
well rounded in his or her studies, and expresses interest in a range of
subjects. He or she maintains a personal library of reference sources, and
conducts personal research to ensure that he or she has solid information. A
leader does not accept someone else’s opinion as the final word on any
particular subject as absolute and without question.

By demonstrating one’s knowledge and ability, the confidence and

respect of subordinates is quickly earned. This knowledge should not
necessarily be limited only to police functions. It should include
national and international events, particularly current events, general
sports knowledge, arts and sciences, and other general knowledge that
will help you develop a well-rounded personality. (21)
 59

Be Technically and Tactically Proficient

• See a well-rounded law enforcement education through

attendance at in-service schools and through independent
reading, research and study.
• Seek out and foster association with capable leaders; observe and
study their actions.
• Broaden your knowledge through association with members of
other agencies and police departments.
• Seek opportunities to apply knowledge through the exercise of
command. Real leadership is acquired only through practice.
• Keep abreast of current law enforcement developments.
• Through study and frequent visits to subordinates, familiarize
yourself with the capabilities and limitations of all elements of
your unit.
• Take every opportunity to prepare yourself for command at the
next highest echelon.
• Understand and apply sound management principles.
(22)

Being “technically and tactically” proficient means that you make every
effort to know your job well. This requires being informed about what is
going on, as well as having an overview the broad areas of the operations.
Such aspects require you to know something about the job you are doing and
have the capabilities to handle various administrative tasks. You must know
how the parts of the organization fit together.
 60

Basic Implications for Proficiency

 Conduct a personal inventory each day and analyze your abilities to

get the job done objectively. Sometimes it may be difficult to strive
for objectively, depending on the people you work with and the
people you answer to.
 Know your strengths and weaknesses, as well as those of our
subordinates. Seek to overcome the weaknesses and build upon the
strengths.
 Ensure appropriate conduct and enforce discipline fairly using sound
judgment and common sense.
 Study people and make good use of interpersonal exchanges. Good
communication skills should be one of your most effective talents.
Learn from your mistakes.
 Build a network of professional resources at every possible level of
government and the private sector.
 Train subordinates to work as a team and encourage them to excel in
their abilities.
 Develop a professional philosophy through a sound and well-defined
belief system.
 Delegate responsibilities in an appropriate fashion. Good
organizational strategy is enhanced by the ability to delegate functions
to competent personnel.

Time management is assisted by your efforts to downsize your

workload. This requires finding the right people to get the job done.
And, you need to train others to learn how to do different tasks and
accept more responsibility. Time constraints are often affected by
doing work that could be done by someone else. Delegation is an
important administrative task. Decisions have to be made as to what
can be delegated. Scheduling and procedural issues of a routine and
recurring nature are typically the kinds of things that can be
delegated. Research, report writing, inventories, upkeep and
preventive maintenance activities may also concern areas of
delegation to other people. Tasks that require special expertise may
need to involve those who have the background for the topic area.
Important decision-making, personnel discipline, specific
supervisory functions, budgeting are areas that may not be subject to
delegation.
 61

Decision-Making

Leadership is built upon the foundation of making good decisions.

Sometimes these are made amidst a crisis, while at other times, they are
made during routine operations. We make decisions every day, large
and small, for better or for worse. The capacity to decide a course of
actions applies to many aspects of life. Decision-making is one of the
most important capacities of being a leader. Maturity, values,
intelligence and experience all play a role in the decision-making
process. The ability to make good decisions is part of the overall
process of problem solving in the organization. This capability deals
with the “real-world” application of making choices between various
alternatives.

Effective decision-making must exist at each level of the organization. The

potential for good decisions rests with each unit or section. Personnel must
be capable of making the right decisions at the right time. They should have
some flexibility in being able to make decisions that affect their unit’s
operations. Although policy making decisions stem from the top of the
organization downward, actual day-to-day operational activities are affected
by the decisions of line supervisors and personnel. Job task functions are
put into action based upon decision made at the lower levels of the
organization. Leaders make every effort to motivate employees to a level of
understanding whereby they are able and willing to make the right decisions.
Attitudes, work habits and organizational belief systems are related to the
decision-making process.

The reality of effective organizational direction and communications

encompasses decision-making interpretations and changes, from the
point of inspiration to the point of implementation. The development
of organizational authority based upon a decentralization concept
assures participatory decision-making all along the communication
span. Other factors involving individual oriented police operations
emphasize the importance of individual decision-making.
(23)
 62

Decision Making Equation – Non-Crisis Mode

1. Investigate the facts and logically, through sound reason, identify the
real essential parameters of the problem at hand.
2. Relevant self-initiated research should be conducted to assess the
range of possibilities that might be associated with the problem-
solving effort.
3. Assess the nature of the problem, if any, to discern the real issue at
hand, along with any “hidden motives” or “hidden agendas”. Balance
individual opinions carefully.
4. Be alert to any special interests, bias, judgmental or other distracting
variables that may enter the equation of decision-making.
5. Determine the basic factors that have bearing on the problem and
assemble the relevant facts of the case, avoiding the pitfalls of
fallacies of relevance.
6. Define what the possible solutions might be and assess the potential
“threat” of adverse impact or negative consequences of the actions to
be taken.
7. Both long term and short-term implications of the course of action
should be evaluated.
8. Materials, equipment, personnel, resources and other fiscal aspects
should be assessed to the extent feasible, based upon the known facts
involved.
9. Given the alternative available, along with the possible consequences,
select the best solution to the problem.
10. Implement an effective strategy that fosters appropriate action in
dealing with the situation.

On the other hand, decision-making in the “crisis mode” means that the
luxury of time, research, consensus building, etc. are not available. The
“chips have hit the fan”, and the incident calls for action. In “crisis mode”
the situation being confronted is such that common sense, experience,
training, education and courage come into play. And, “going by the book”
does not apply. Someone has to take command and get things moving
toward and immediate solution. So, all the factors have to be balanced in
light of the situation. Decision-making may not be a perfect process in
every incident or situation. The leader must make the adjustment as
appropriate to the events encountered.
 63

A good leader will not allow himself or herself to be lulled into the
safe mediocrity of the habitual framework of rigid decision-making
procedures. He or she will allow for the practice of open-
mindedness, creativity and innovation. Success in the past with
one practice or frame of reference may not mean success in the
future. Limiting the availability of possible resources may stifle
the information flow and jeopardize problem-solving efforts.
Information must be balanced and analyzed. It cannot be twisted,
misused or misinterpreted for personal gain.

The effectiveness of the organization depends upon the skill and ability of
the leadership corps within the agency. The application of the principles and
practices of leadership have far reaching organizational implications.
Leadership failure, by contrast, is reflective of the cowardice, adverse
politics and incompetence that are allowed to fester throughout the
organization. Supervisors must work to develop the traits essential to being
a leader first, and then build upon the skills necessary to manage a particular
operation.

Organizational effectiveness is largely dependent upon the

degree to which supervisors skillfully apply sound principles
of leadership to everyday operations. Some supervisors fail in
their primary task of directing, leading, and controlling others
because they have not been able to apply these principles to
their particular position. Some have been discouraged in
doing so by supervisors who themselves have failed to realize
that the scientific techniques of leadership and supervision are,
in the long run, more effective than many of the stereotyped,
ineffective practices to which they have been exposed.
(24)
 64

Leadership – is the calling of a dedicated

visionary who aspires to be an example to
others. It is the willful act of inspiring others to
accomplish a mission. He or she is technically
and tactically competent to gain the respect and
following of subordinates.

Supervision – is the process of oversight

regarding subordinate personnel. It requires
observation, interaction and evaluation of people
and the work they do.

Management – is the carrying out of policies

and procedures whereby people, places and
things are coordinated in support of the goals
and objectives to be met.

Leaders are not afraid of the risks involved

in what may be termed “taking command”.
The burden of command rests upon the
competence of the leader to assume
responsibility and accountability. Leaders
have a high sense of honesty, integrity and
self-reliance. The don’t grovel, or commit
the fatal organizational error of “brown
nosing” or “sucking up” to those in higher
authority. Leaders exercise good
command sense, fairness and are willing to
help where necessary for the sake of the
mission and the people involved. They are
consistent in their actions and behavior.
Leaders are decisive and will do the right
thing at all times.
 65

Chapter 9: Time, Talk, Tactics and Action:

Using time wisely is important to the organization. Effective time

management provides the basis by which goals and objectives are
accomplished. The loss of control over good time managements is related
to:

Poor Planning
An inability to spend time appropriately
Unable to master daily routines
Intimidated by those who infringe on your time
Unable to say no to additional commitments
Failure to set effective priorities
Inefficient organizational structure and staffing
Lack of proper delegation of task assignments
Unnecessary allocation of time to low priorities
Unfair distribution of work assignments
Incompetent managers
Improper deployment of personnel resources
Telephone misuse
Too many meetings
Unnecessary committees

Typical to many organizations, much

productive and supervisory time is wasted by
others issues such as procrastination in dealing
with deadlines, reports and general paper
pushing. The major objective is to organize,
plan, make decisions and take action. Too
much discussion, debate, meetings,
conferences, unclear information, interruptions
and so on, detract from organizational
operations in significant ways. Too many
people talk too much and subsequently waste
their time and that of others. Being brief,
sticking to the facts, and moving things along
are important.
 66

Effective planning is uniquely associated to time management, as well as

other important aspects of the organization. Each day presents many
opportunities for distractions, which influence the manager to waste time.
Timing wasting is a choice and demonstrates a lack of discipline and
assertiveness in dealing with responsibilities. Organizational effectiveness is
keenly related to the ability to exercise personal competence and courage
when one is under fire, facing large projects, challenged by value conflicts,
or pressed by time constraints. Within the organization, subordinates tend to
adhere to “the way we’ve always done it” and resist change to varying
degrees. This by no means suggests that change is always for the better.
New programs, systems and projects need to be carefully evaluated to ensure
they actually equate to success, progress and productivity in positive ways.
It is very foolish to promote change for the purposes of someone’s personal
political agenda. In this direction, the leader must exercise influence to the
extent necessary whereby subordinates will move in a more progressive
manner along a professional and ethical continuum. Such actions require the
proper management of time allocations to each day’s schedule.

Be in Command of your Time

Be assertive to the point of being aggressive in your
zeal to make things work with the time available.
Be mindful of the needs of your subordinates and
make sure you developed appropriate relations with
them.
Be a good time manager and remain flexible in
achieving the objectives of the organization.
Be a visionary leader and mentally conceptualize the
successful achievement of the mission.
Be cautious about wasting time on non-essentials
things.
Be aware of the “big picture” and don’t get bogged
down in the day’s distractions.
Be conscious of interruptions that detract from the
mission.
Be aware that being a leader is challenging and
burdens of command are sometimes weighty and
cumbersome.
Be authentic, credible, trustworthy and fearless
in the pursuit of quality leadership.
 67

Talk to yourself and know who you are. Look in the mirror at least once a
day, and get a fix on what it means to be you. While there, determine where
you are going, when you are going to get there, why you are here in the first
place, and just exactly what kind of values do you hold. Understand and
exercise you belief system. Do not shrink in the face of adversity and don’t
be afraid to speak what is on your mind. Say what you mean and mean what
you say at every opportunity. Maintain your integrity at all times. Have a
plan of action, as well as contingency plans that are supported by an
effective strategy. The vast majority of leadership ability concerns the
capacity to solve problems and anticipate the challenges ahead. You must
expect change and be prepared to take appropriate action when it comes.
Likewise, you must be ready for resistance both among subordinates as well
as supervisors. Effective leaders must be proactive and demonstrate the
ability to improvise and overcome obstacles. Look beneath the surface of an
issue or problem and search out the ‘hidden agenda’. Be alert to ‘political
games’ that people play. Avoid the distraction of symptoms and end up
missing the underlying cause of the problem.

Endurance and stamina within the organizational setting is uniquely

related to ethics and values. To overcome adversity one must exercise
the flexibility of one’s mind. Remain flexible and objective. Use logic
and intuition to build upon your decision-making process. Decision-
making is an endeavor that requires critical thinking skills. It is a
rational process built upon facts.

Gather the relevant data

Assess the facts of the case
Develop a strategy
Analyze the data
Prepare a course of action
Take appropriate action

Be prepared for dissent, obstacles and resistance to your efforts. Some

people will be envious, while others will resist change. Ensure that
your motives are in the best interest of your subordinates, the
organization and the mission. Decide, plan and take action as
appropriate to the situation at hand.
 68

(25)

Management Failures
 Incompetence as a leader
 Wasting time
 Poor management skills
 Lack of recognition
 Inappropriate behavior
 Unfair practices – dual standards
 Favoritism
 Micro-management
 Special treatment/special groups
 Unclear direction
 Misunderstood policies
 Inadequate communications
 69

(26)

A sense of fair treatment of subordinates is important to everyone and vital

to the mission of the organization. In addition, public servants must be
competent and do their jobs effectively. They must be held accountable for
their actions. The policies and procedures pertaining to discipline should be
carried out in a manner that is positive in nature. Such efforts call upon
leaders to be effective as teachers, organizers and managers who have a
healthy ability to deal with people and maintain the interests of the
organization.

A well-disciplined organization is one that is highly trained. It

follows that an effective, efficient organization is a well-
disciplined one in which the principles of positive discipline
have been recognized and practiced. (27)
 70

By contrast, any organization, no matter how well disciplined or managed, is

affected by the power relationships that exist inside its structure. Sometimes
it is good, and sometimes it is bad. It depends on the range of personalities,
needs, attachments, levels of competence and relationships that are played
out daily within the organizational structure. The use of power can be both
positive and negative. As a supervisor, you must be ever vigilant to the
“games of power” that people play within the organization. The posturing,
the groveling, the nepotism, and so on, can be very disturbing. It is because
organizations involve fragile, imperfect and emotional human beings, that
there is always the potential for problems to emerge. And, in the process,
some “power games” may become ruthless and reflect a dictatorial
management style that is potentially destructive. Yet, through it all,
leadership ability is expressed in one’s capacity for self-control. To this, the
leader must also apply the rule of reason and logic in the execution of one’s
duties.

Basic Power Rules

 Conduct every act with integrity and the sense that the job must be done
well. Focus on one thing at a time and clear out the distractions.
 Maintain control over your personal interests, do you best on the job, and
be cautious about revealing too much self-disclosure.
 Be a good listener and avoid excessive focus on yourself. Ensure a
healthy sense of humility and compassion.
 Don’t waste time. Keep focused on the mission and keep things moving
in a positive direction. Maintain decisiveness.
 Don’t be afraid to admit when you are wrong. Accept responsibility and
accountability for your actions, and then move on.
 Pick you ‘battles’, know what the ‘war’ is about, and use effective
strategy with precision, timing and confidence. Don’t be afraid to
confront others when it is necessary to do so. Evil manifests in many
forms. Be fearless in challenging it.
 Realize that, in time, all things come to an end. Be careful about how
much ‘ownership’ or attachment you place on things. Know, do and be.
 When the going gets rough, those who said they were behind you may
suddenly disappear. Don’t be afraid to stand alone when it is for the
right cause, and the cause is just. Standing alone to do what is right
means that you are in good company.
 71

Not everything can be reduced to a formula, a rule or a scientific

equation. Sometimes you have to rely on your intuitive decision-
making abilities and then act decisively. So called experts may not
have the right answers. And, you may have to take action based on
limited information. Doing things by the “book” may not be
appropriate for a given situation. Flexibility in thought and action are
essential to the exercise of leadership power. Character, competence
and confidence offer the basis for achieving success in managerial
endeavors as well as motivating others to succeed. Leadership
carries the burden of command and involves influence options that
affect the lives of others. Fear of failure must be controlled, because,
sooner or later, you will fail at something and you will make
mistakes. You are responsible for providing purpose and direction
to those who follow.

(28)
 72

(29)

(30)
 73

References

1. Cuming, Pamela, The Power Handbook – A Strategic Guide to

Organizational and Personal Effectiveness, (Boston, MA: CBI
Publishing Company, Inc., 1981), page 1.
2. State of Florida, Criminal Justice Systems – Student Guide,
(Tallahassee, FL: State of Florida, Department of State, August 1985),
page 22, section I-B, “Law Enforcement Code of Ethics”; source for
the adaptation of the materials used herein.
3. Alexander, J. B., Groller, R., and Morris, J., The Warriors Edge, (New
York, NY: William Morrow and Company, Inc., 1990), page 49.
4. International Association Chiefs of Police, Police Reference
Notebook – Supervision, (Gaithersburg, MD: The International
Association Chiefs of Police, 1975), Unit 11A, Page 11A-1.
5. International Association Chiefs of Police, Police Reference
Notebook – Unit 11B, “Authority and Control”, (Gaithersburg, MD:
The IACP, 1975), page 11B-1;
6. International Association Chiefs of Police, Police Reference
Notebook – Supervision, Unit 11-B, “Authority and Control”,
(Gaithersburg, MD: The IACP, 1975), page 11B-3;
7. Rodale Center for Executive Development, Secrets of Executive
Success, (Emmaus, PA: Rodale Press, 1991), page 252;
8. U.S. Army, Military Leadership, (Fort Leavenworth, KS: U.S. Army
Combined Arms Center, October 1983), FM 22-100, pages 90-91;
9. Schmincke, Don, The Code of the Executive – Forty-Seven Ancient
Samurai Principles Essential for Twenty-First Century Leadership,
(New York, NY: The Penguin Group, 1997), page 1-2;
10. Alexander, J.B., Groller, R., and Morris, J., The Warriors Edge, (New
York, NY: William Morrow and Company, Inc., 1990), page 105-
106;
11. Fyfe, J.J., Greene, J.R., Wilson, O.W., McLauren, R.C., Police
Administration – Fifth Edition, (Boston, MA: McGraw-Hill, 1997),
page 86;
12. Iannone, N.F., Supervision of Police Personnel – Third Edition,
(Englewood Cliffs, New Jersey: Prentice-Hall, Inc., 1980), page 1;
13. Alexander, J.B., Groller, R., and Morris, J., The Warriors Edge, (New
York, NY: William Morrow and Company, Inc., 1990), page 64;
 74

14. International Association Chiefs of Police, Police Reference

Notebook – Supervision, Unit 11-B, “Summary of Essential
Attributes of the Police Officer”, (Gaithersburg, MD: The IACP,
1975), Page 11B-6;
15. Iannone, N.F., Supervision of Police Personnel – Third Edition,
(Englewood Cliffs, New Jersey: Prentice-Hall, Inc., 1980), page 5;
16. Schmincke, Don, The Code of the Executive – Forty-Seven Ancient
Samurai Principles Essential for Twenty-First Century Leadership
Success, (Boston, MA: Penguin Group, 1997), from page 1 through
95;
17. Schmincke, Don, The Code of the Executive – Forty-Seven Ancient
Samurai Principles Essential for Twenty-First Century Leadership
Success, (Boston, MA: Penguin Group, 1997), page 7;
18. Google Images, from Software Architects, “Knowledge, Activities
and Characteristics”, © 1999-2000 by Bredemeyer Consulting,
Bloomington, IN, April 17, 2003, from the website at:
http://www.bredemeyer.com
19. International Association Chiefs of Police, Police Reference
Notebook – Supervision, Unit 11-B, “Qualities of a Leader”,
(Gaithersburg, MD: The IACP, 1975), page 11C-3;
20. “Frantic Search is on for Memory-Loss Cures”, an article by Marilyn
Elias, USA Today, Wednesday, August 6, 2003, Page 1 and 2;
21. International Association Chiefs of Police, Police Reference
Notebook – Supervision, Unit 11-C, “Qualities of a Leader”,
(Gaithersburg, MD: The IACP, 1975), page 11C-5;
22. International Association Chiefs of Police, Police Reference
Notebook – Supervision, Unit 11-C, “Qualities of a Leader”,
(Gaithersburg, MD: The IACP, 1975), page 11C-6;
23. International Association Chiefs of Police, Police Reference
Notebook – Supervision, Unit 11-H, “Decision-Making”,
(Gaithersburg, MD: The IACP, 1975), page 11H-1;
24. Iannone, N.F., Iannone, M.D., Supervision of Police Personnel –
Sixth Edition, (Upper Saddle River, NJ: Prentice Hall, 2001), page 55;
25. Figure 7-1, “Strategic Leader Skills – Interpersonal”, Chapter 7,
Section I – Strategic Leadership Skills, U.S. Army, Military
Leadership, (Fort Leavenworth, KS: U.S. Army Combined Arms
Center, October 1983), FM 22-100; from the website located at:
http://www.adtdl.arm.mil/cgi-bin/atdl.dll/fm/22-100/ch7.htm
 75

26. Chapter 1: Introduction, “The Values Wheel”, Values-based Staffing

– A Balance of Merit Values & Management Principles, Scott Serson,
President of the Public Service Commission, Canada, 2001, from the
website located at: http://www.psc-cfp.gc.ca/staf_dot/mgr-
gestion/guide/graph-1e.gif
27. Iannone, N.F., Iannone, M.D., Supervision of Police Personnel –
Sixth Edition, (Upper Saddle River, NJ: Prentice Hall, 2001), Page
204;
28. Figure 1-1, “The Army Leadership Framework”, Chapter 1, Section I,
U.S. Army, Military Leadership, (Fort Leavenworth, KS: U.S. Army
Combined Arms Center, October 1983), FM 22-100; from the website
located at: http://www.adtdl.arm.mil/cgi-bin/atdl.dll/fm/22-
100/ch7.htm
29. U.S. Dept. of Agriculture, Natural Resources Conservation Service,
Title 330 – “Operations Management”, Functions of Management,
Conservation Communication Staff, Washington, D.C., 2003, from
the Google.com image gallery and the website located at:
http://policy.nrcs.usda.gov/scripts/lpsiis.dlll/GM/GM_330_400.htm;
30. The Global Institute for Leadership Development, The Linkage
Corporation, “The High Impact Leadership Model”,  2003, Linkage,
Inc., from the website: http://linkageinc.com;
 The
Law Enforcement
Supervisor’s
Leadership
Field Notebook
By
Randy Gonzalez

Copyright  2003 Randolph A. Gonzalez – All Rights Reserved. This

publication is protected by Copyright. No part of this publication may be
reproduced, stored in or introduced into any retrieval system, or transmitted,
in any form, or by any means, electronic, mechanical, photocopying,
recording or otherwise, without permission in writing from the author.