LEADERSHIP, DECISION MAKING, MANANGEMENT AND ADMINISTRATION

Leadership – According to Keith Davis, “Leadership is the ability to persuade others to

seek defined objectives enthusiastically. It is the human factor which binds a group
together and motivates it towards goals.
LEARDERSHIP
● is a process by which an executive can direct, guide and influence the behavior
and work of others towards accomplishment of specific goals in a given situation. 
● is the ability of a manager to induce the subordinates to work with confidence and
zeal.
● is the potential to influence behavior of others. 
● It is also defined as the capacity to influence a group towards the realization of a
goal. Leaders are required to develop future visions, and to motivate the
organizational members to want to achieve the visions.
What are the QUALITIES of a leader?
SELF-CONFIDENCE AND WILL-POWER
HUMANIST
OBJECTIVE
PHYSICAL APPEARANCE
SENSE OF RESPONSIBILITY
KNOWLEDGE OF WORK
COMMUNICATIVE SKILLS
INTELLIGENCE
VISION AND FORESIGHT
EMPATHY
.ROLE OF A LEADER
● Leadership is a function which is important at all levels of management. 
● In the top level, it is important for getting co-operation in formulation of plans and
policies. 
● In the middle and lower level, it is required for interpretation and execution of
plans and programmes framed by the top management
2. Representative of the Organization
● A leader, i.e., a manager is said to be the representative of the enterprise. He has
to represent the concern at seminars, conferences, general meetings, etc. 
● His role is to communicate the rationale of the enterprise to outside public. He is
also representative of the own department which he leads.

3.Integrates and reconciles the personal goals with organizational

goals
A leader through leadership traits helps in reconciling/ integrating the personal goals of
the employees with the organizational goals. 
4. He solicits support
A leader is a manager and besides that he is a person who entertains and invites
support and co-operation of subordinates.

5. As a friend, philosopher and guide

A leader must possess the three-dimensional traits in him. 
He can be a friend
He can be a philosopher 
He can be a guide 

Leadership is an important function of management which helps to maximize efficiency

and to achieve organizational goals. 
● The following points justify the importance of leadership in a
concern
● Initiates action
● Motivation
● Providing guidance
● Creating guidance
● Building morale
● Building work environment
● Coordination

Leader versus Manager

“Leadership and managership are two synonymous terms” is an incorrect
statement. Leadership doesn’t require any managerial position to act as a leader. On
the other hand, a manager can be a true manager only if he has got the traits of leader
in him. By virtue of his position, manager has to provide leadership to his group. A
manager has to perform all five functions to achieve goals:
● Planning, 
● Organizing, 
● Staffing
● Directing
● Controlling.

● A leader is one who influences the behavior and work of others in group efforts
towards achievement of specified goals in a given situation. On the other hand,
manager can be a true manager only if he has got traits of leader in him. Manager
at all levels are expected to be the leaders of work groups so that subordinates
willingly carry instructions and accept their guidance. A person can be a leader by
virtue of all qualities in him.

Organizational leadership deals with both human psychology as well as expert

tactics. Organizational leadership emphasizes on developing leadership skills and
abilities that are relevant across the organizations. It means the potential of the
individuals to face the hard times in the industry and still grow during those times.

B. Leadership Ethics
Ethics refer to the desirable and appropriate values and morals according to an
individual or the society at large. It serves as guidelines for analyzing “what is good or
bad” in a specific scenario. Correlating ethics with leadership, we find that ethics is all
about the leader’s identity and the leader’s role.
 
Ethical theories on leadership talk about two main things: 
(a) The actions and behaviour of leaders; and 
(b) The personality and character of leaders. It is essential to note that “Ethics
are an essential to leadership”.

c. Leadership Strategy
Best players in a team do not guarantee success without a great coach, similarly,
work teams may not function effectively if leaders do not follow an appropriate
leadership strategy
Some of the important leadership styles are as follows
Autocratic leadership style: In this style of leadership, a leader has complete command and
hold over their employees/team.
The Laissez Faire Leadership Style: Here, the leader totally trusts their employees/team to
perform the job themselves

Democrative/Participative leadership style: The leaders invite and encourage the team

members to play an important role in decision-making process, though the ultimate
decision-making power rests with the leader.
Bureaucratic leadership: Here the leaders strictly adhere to the organizational rules and
policies.
Theories of Leadership
WHAT IS THEORY?
According to Freda Adler, theory is a statement that explains the relationship
between abstract concepts in a meaningful way. For example, if scientists observe
that criminality rates are usually high in neighborhoods with high unemployment
rates, they might theorize that environmental conditions influence criminal behavior
(Siegel, 2007). 

House`s Path Goal Theory

The theory was developed by Robert House and has its roots in the expectancy
theory of motivation. The theory is based on the premise that an employee’s
perception of expectancies between his effort and performance is greatly affected by a
leader’s behavior.
 Contingencies Theory
● The theory states that each of these styles will be effective in some situations but
not in others. It further states that the relationship between a leader’s style and
effectiveness is dependent on the following variables: Employee characteristics,
and Characteristics of work environment. 
● The great man theory of leadership states that some people are born with
the necessary attributes that set them apart from others and that these traits are
responsible for their assuming positions of power and authority. 

Trait Theory-based on the characteristics of many leaders either successful or

unsuccessful is used to predict leadership effectiveness.
The resulting lists of traits are then compared to those of potential leaders to assess
their likelihood of success or failure.
Successful leaders definitely have interests, abilities, and personality traits that
are different from those of the less effective leaders. 

● Strengths/Advantages of Trait Theory

● It is naturally pleasing theory.
● It is valid as lot of research has validated the foundation and basis of the theory.
 ● It serves as a yardstick against which the leadership traits of an individual can be
assessed.
● It gives a detailed knowledge and understanding of the leader element in the
leadership process
●
● Limitations of The Trait Theory
● There is bound to be some subjective judgment in determining who is regarded
as a ‘good’ or ‘successful’ leader
● The list of possible traits tends to be very long. More than 100 different traits of
successful leaders in various leadership positions have been identified. These
descriptions are simply generalities.
● There is also a disagreement over which traits are the most important for an
effective leader

Leadership-Member Exchange (LMX) Theory

● This theory views leadership as consisting of a number of dyadic relationships linking the
leader with a follower. The quality of the relationship is reflected by the degree of
mutual trust, loyalty, support, respect, and obligation

The relationship between leaders and followers follows stages:

● Role taking: When a new member joins the organization, the leader assesses the talent
and abilities of the member and offers them opportunities to demonstrate their
capabilities.
● Role making: An informal and unstructured negotiation on work-related factors takes
place between the leader and the member. A member who is similar to the leader is
more likely to succeed. A betrayal by the member at this stage may result in him being
relegated to the out-group

Strength of LMX Theory

● LMX theory is an exceptional theory of leadership as unlike the other theories, it
concentrates and talks about specific relationships between the leader and each
subordinate.
● LMX Theory is a robust explanatory theory
● LMX Theory focuses our attention to the significance of communication in leadership.
The four leadership styles are:
● Directive-Here the leader provides guidelines, lets subordinates know what is
expected of them, sets performance standards for them, and controls behavior
when performance standards are not met
● Supportive-The leader is friendly towards subordinates and displays personal
concern for their needs, welfare, and well-being
● Participative-The leader believes in group decision-making and shares
information with subordinates.

● Achievement-oriented-The leader sets challenging goals and encourages

employees to reach their peak performance.
● Decision-Making is an important function of every manager. Under planning
important things like, ‘what is to be done’, ‘how it is to be done’, when it is to be
done and who is to do it are considered

● According to Koontz and O’Donnel, “Decision-making is the actual selection

from among alternatives of a course of action.” While according to George R.
Terry, “Decision-making is the selection based on some criteria from two or more
possible alternatives.” And as of Louis A. Allen, “Decision-making is the work
which a manager performs to arrive at conclusion and judgement.”
●
● B. Steps to effective decision-making
● Decision making is the process of making choices by identifying a decision, gathering
information, and assessing alternative resolutions.
● Using a step-by-step decision-making process can help you make more deliberate,
thoughtful decisions by organizing relevant information and defining alternatives.

7 steps to effective decision making 

● Identify the decision
● Gather information
● Identify alternatives
● Weigh the evidence
● Choose among alternatives
● Take action 
● Review your decision
 C.CHARACTERISTICS
● Decision-making is based on rational thinking. The manager tries to foresee
various possible effects of a decision before deciding a particular one.
● It is a process of selecting the best from among alternatives available.
● It involves the evaluation of various alternatives available. The selection of best
alternative will be made only when pros and cons of all of them are discussed
and evaluated.
● Decision-making is the end product because it is preceded by discussions and
deliberations.
● Decision-making is aimed to achieve organizational goals.
● It also involves certain commitment. Management is committed to every decision
it takes.
D .Techniques or basis for Decision-Making
● Following techniques of decision-making are generally employed: 
1. Intuition 
Decision-making by intuition is characterized by inner feeling of the person. He
takes a decision as per the dictates of his conscious. He thinks about the problem
and an answer is found in his mind.  
2. Facts 
● Facts are considered to be the best basis of decision-making
 3. Experience
● Past experience of a person becomes a good basis for taking decisions
● 4. Considered Opinions
● Some managers use considered opinions as a basis for decision-making
● 5. Operation Research
● The traditional methods of taking decision on the basis of intuition,
experience, etc. are replaced by systematic techniques based on analysis of
data. 
● Problem-Solving 
● In order to effectively manage and run a successful organization, leadership must
guide their employees and develop problem-solving techniques. Finding a suitable
solution for issues can be accomplished by following the basic four-step problem-solving
process and methodology outlined below.
● DEFINE THE PROBLEM
● Generate alternative solutions
● Evaluate and select an alternative
●  Implement and follow up on the solution
● Roles of Managers within the Organization
● According to Jones and George, “A managerial role is the set of specific tasks
that a manager is expected to perform because of the position he or she holds in
an organization.” 
● One important thing to remember is from Henry Mintzberg, a management
scholar who researched and reduced thousands of tasks performed by managers
to 10 roles (ICPM)

Three main types of roles all managers play; they are decisional,
interpersonal, and informational.
Interpersonal Roles:
There are three interpersonal roles inherent in the manager’s job. This set of
roles derives directly from the manager’s formal position. As the figurehead for his
unit, he stands as a symbol of legal authority, performing certain ceremonial duties
e.g., signing documents and receiving visitors. 
 
Leader role: hires, trains, and motivates his personnel.
Liaison role:  manager interacts with many people outside the immediate chain of
command, those who are neither subordinates nor superiors.

● Informational Roles:
● Informational roles are important because information is the lifeblood of
organizations and the manager is the nerve center of his unit
● Disseminator role: managers distribute information to subordinates daily. 
● As a spoke-person: the manager transmits information to individuals outside the
organization. This role is present in all managerial jobs.
● Decisional Roles:
● To get the work done, managers have to make decisions. In performing the
decision-making role, managers act as entrepreneur, disturbance handler,
resource allocator, and negotiator

● Entrepreneurial role:  managers actively design and initiate changes within the
organization. It involves some improvements.
● As a disturbance handler: the manager handles difficult problems and
non-routine situations such as strikes, energy shortages etc. 
● As resource allocator: the manager decides how resources are distributed, and
with whom he will work most closely. 
● As negotiator: Managers negotiate with suppliers, customers, unions, individual
employees, the government, and other groups.
 ● Originally identified by Henri Fayol as five elements, there are now four
commonly accepted functions of management that encompass these necessary
skills: planning, organizing, leading, and controlling.
● Fundamental Functions of Management
● Organizing
● Along with planning, a manager's organizational skills can help to ensure a
company or departmental unit runs smoothly

Leading
● Managers should be comfortable and confident commanding their team members’
daily tasks as well as during periods of significant change or challenge.
● Controlling

● To ensure all of the above functions are working toward the success of a company,
managers should consistently monitor employee performance, quality of work, and the
efficiency and reliability of completed projects.

3. PLANNING APPROACHES
Acronym: S-T-A-I-R

Synoptic Planning – the rational comprehensive approach and tradition in planning.

This is the most appropriate for police agencies because it is based on a
problem-oriented approach to planning.
● Transactive Planning – the approach involves the interaction with the people who
are to be affected by the plan hence; surveys and interpersonal dialogues are
conducted.
● Advocacy Planning – the beneficial aspect of this approach includes greater
sensitivity to the unintended and negative side effects of the plan.
● Incremental Planning – in this planning approach, the problems are seen as too
difficult when they are grouped together and easier to solve when they are taken
one at a time and broken down into gradual adjustment over time.
● Racial Planning – this involves collective actions to achieve concrete results in
the immediate future.
●
● Characteristics of Plans
● Clearly defined goals or objectives
● Clarity, simplicity and directness
● Flexibility
● Possibility of attainment
● Provisions for standard of operations
● Economy 
●
The principles of management are the activities that “plan, organize, and
control the operations of the basic elements of people, materials, machines,
methods, money and markets, providing direction and coordination, and giving
leadership to human efforts, so as to achieve the sought objectives of the
enterprise. “The fundamental notion of principles of management was developed
by French management theorist Henri Fayol (1841–1925).
●
Principles of Efficient Management
● The division of work is the course of tasks assigned to, and completed by, a
group of workers in order to increase efficiency.
● Authority and Responsibility
● Authority – it is the supreme source of government for any particular
organization. The right to exercise, to decide, and to command by virtue of rank
and position.
● is the power to give orders and get it obeyed or in other words it is the power to
take decisions.
● Responsibility – means state of being accountable or answerable for any
obligation, trust, debt or something or in other words it means obligation to
complete a job assigned on time and in best way.
Discipline 
It comprises behavioral regulations and imposed by command or self-restraint to
ensure supportive behavior. 
Henri Fayol, “Discipline means sincerity, obedience, respect of authority &
observance of rules and regulations of the enterprise”.
Unity of Command
Means that every individual in the organization has only one immediate superior or
supervisor. Each individual unit should be under the control of one and only one
person.

● Scalar Chain
● Fayol defines scalar chain as ’The chain of superiors ranging from the
ultimate authority to the lowest”.
● Police Leadership 
● Police departments are frequently called upon to provide crowd control and
management during large group events, demonstrations, or disturbances
basically it sums up their fundamental duty “to serve and protect” . 
●
●
 Standard of Police Professionalism
PNP members shall perform their duties with integrity, intelligence and
competence in the application of specialized skill and technical knowledge with
excellence and expertise.
●  Morality - PNP members shall adhere to high standards of morality and decency and
shall set good examples for others to follow
● Judicious Use of Authority - PNP members shall exercise proper and legitimate use of
authority in the performance of duty.
● Integrity - PNP members shall exercise proper and legitimate use of authority in the
performance of duty.
●  
● Justice - PNP members shall strive constantly to respect the rights of others so that they
can fulfill their duties and exercise their rights as human beings, parents, children,
citizens, workers, leaders, or in other capacities and to see to it that others do likewise. 
● Humility - PNP members shall recognize the fact that they are public servants and not the
masters of the people and towards this end, they shall perform their duties without
arrogance. 
● Orderliness - PNP members shall follow logical procedures in accomplishing
tasks assigned to them to minimize waste in the use of time, money and effort.
● Perseverance - Once a decision is made, PNP members shall take legitimate
means to achieve the goal even in the face of internal or external difficulties, and
despite anything which might weaken their resolve in the course of time.
●
● Power and Related Constructs
● Power and Authority
The terms power and authority are frequently used interchangeably. In this way,
there is little distinction in the phrases the sergeant has authority over her officers and
the sergeant has power over her officers
● Power and Influence 
● The terms power and influence are typically used in conjunction with one
another. Power tends to be viewed as a capacity, something to be mobilized or
exercised

● Power and Leadership 

● Leaders exercise power and authority in order to move group members toward
the achievement of goals.
● Bases of Power 
● What gives an individual power over another? According to Bertram Raven,
“Social power can be conceived as the resources one person has available so
 that he or she can influence another person to do what that person would not
have done otherwise.
● . Reward Power 
● Individuals acquire reward power through their ability to, or perceived ability to,
distribute intrinsic and extrinsic rewards to others in the organization