CFLM 2 FINAL 1

Conceptual Police Leadership Style

1. Authoritative Police Leadership
Is strictly rules based with a preference for order and a sometimes military-like
approach. In such organizations, the leader exerts full control over the team and subordinates
are expected to simply follow and obey, not to offer feedback or contribute ideas.

2. Transactional Police Leadership

Is much like authoritative leadership except that it relies on a rewards-based system to
motivate subordinates. According to this system, rewards and punishments are handed out
based on a subordinates performance and adherence to the rules.

3. Transformational Police Leadership

It focuses on a people-centered approach that aims to inspire, empower and motivate
one’s team. A leader following this approach works with subordinates to commit to a shared
vision and goals for the organization, encouraging innovation and creativity in pursuit of those
goals. Transformational leaders are inclusive, considering each individuals unique needs, skills
and motivations. They often have an open door policy to facilitate more frequent and candid
communication.

Police Leadership Traits

Commitment. Being a leader in any setting requires a certain degree of commitment to the job
and the mission. Being a great leader is all about having genuine willingness and a true
commitment to lead others to achieve a common vision and goals through positive influence.
Police should have high level of commitment to their work and to make communities a better
place.

Honesty. Whether working internally within a police department or interacting with citizens,
community leaders, and the media, honesty is essential. This can mean being transparent
throughout an ongoing investigation, being honest with officers under their command about
their potential short comings as leaders and how they can improve.

Integrity. For a law enforcement leader, acting with integrity means consistency doing the right
thing, even when it’s the more difficult option. When a commanding officer or chief of police
demonstrates their commitment to honor and integrity, other officers are more likely to follow
their lead.

Humility. Is vitally important for police leaders today. However, it is one of the most challenging
qualities to develop and sustain, as sometimes it can be misconstrued as a sign of weakness.
But, when a law enforcement leader demonstrates humility, they help foster an environment
where their fellow officers and subordinates feel safe to voice concerns about conduct or
incidents that reflect poorly on the department. Additionally, humility allows officers to feel
CFLM 2 FINAL 2

comfortable approaching their leadership with ideas and questions that can help improve
department operations.

Mentorship. The law enforcement landscape and police leadership practices are constantly
evolving, but advice and insights from experienced officers is a timeless asset. That is why
mentorship is invaluable, so much so that many departments have implemented mentorship
programs.

Police Leadership Skills

Soft Skills

 Effective Communication Communication is gradually soft to hard skill, but in police

leadership, police officers must make effective communication a hallmark of their
policing practice. In every aspect of leadership, communication is important. Effective
communication can create trust and build relationships with subordinates, peers,
community members and other agencies. Our ability to communicate successfully could
affect the way we interact with other agencies and how we share intelligence, which is
vital to public safety.
 Ability to Evolve The law enforcement field is always changing and evolving, and to be
effective in a leadership position, officers must also be able to evolve in their leadership
styles and perspectives.

“Once commanders feel secure in the way they have always conducted their business,
it’s the sign that it might be the time to reinvent.” –Kirk McLean
 Understanding of Different Perspective As law enforcement leadership has evolved, so
too has its relationship with the community. When working with so many different
groups, leaders are bound to encounter differing perspective, and must have the skills
to work with differing views in pursuit of a goal.

“Officers today need to be well versed about what is happening in our profession and be
willing to communicate and work with many different groups in an attempt to achieved
a mutual understanding.” – Jose Tellez
 Attention to Detail Police leaders are constantly juggling a myriad of task, and no two
days are ever the same. Because they are pulled in so many directions, law enforcement
leaders must have an acute attention to detail that allows them to perform at their best
while juggling multiple responsibilities.
CFLM 2 FINAL 3

Hard Skills
 Management Police leaders are managers of many functions and actions within a
department. From a personnel perspective they are managing trainees, patrol officers
and other lower-level leaders. At a more conceptual level, they must be able to be
effective conflict managers, risk managers and operational managers to keep their
departments running effectively and safely.
 Budgeting Traditional police officer training includes very little, if any financial and
budgeting training, but this is a critically important aspect of law enforcement
leadership. Police leaders need to have a robust understanding of budgeting, contract
negotiation, finance, and staffing/resource allocation, as well as be able to effectively
allocate funds, grants and other monies in public safety setting.
 Policy and Legal Knowledge All law enforcement officers must be well-versed in local,
state and federal laws and policies. However, police leaders must have a more
comprehensive understanding, so much so that they might even be asked to play a role
in establishing and updating laws and ordinances. Leaders should also actively seek out
reliable research, evidence and best practices to guide them in making good policy
decisions.
 Media and Technology Law enforcement leaders today are often called upon to
communicate with the media and the public regarding community issues and matters of
public safety. Technology, both in relation to the media and in society, is also having an
increasingly large impact on public life and policing, which requires another evolution in
a leader skillset.

Administration – An organizational process concerned with the implementation of

objectives and plans and internal operating efficiency.

Police Administration – Involves making ethical and lawful decisions relating to the hiring,
management, retention, discipline and termination of law enforcement personnel

Law Enforcement Administration – The process involved in ensuring strict compliance, proper
obedience of laws and related statutes. Focuses on the policing process or how law
enforcement agencies and manage in order to achieve the goals of law enforcement most
effectively, efficiently and productively.

Community Policing – Is a new theory of police administration and is said to have three core
elements: 1. Citizens Involvement, 2. Problem Solving, 3. Decentralization.
CFLM 2 FINAL 4

Functions in a Police Organization

1. Primary or Line Functions

- Considered as the backbone of the police department.

- Responsible to carry out the major purpose of the organization, delivering the services
and dealing directly with the public.
- Examples of the line functions of the police are Patrolling, Traffic Officer, and Crime
Investigator.

2. Staff/Administrative Functions

- Functions design to support the line functions and assist in the performance of the line
functions
- Examples are Planning, Research, Budgeting, and Legal Advice.

3. Auxiliary Functions
- Functions involving the logistical operations of the organization.
- Examples are Records Management, Training, Supplies, Equipment and Maintenance.
CFLM 2 FINAL 5

Management – The process of directing and facilitating the work of people organized
in in formal groups in order to achieve objectives. Judicious or wise use of resources
(manpower, material, money, equipment, supplies and time).

Police Management – Refers to the administrative activities of coordinating, controlling and

directing police resources, activities and personnel.

The Importance of the Principle

Having clear management structure in place is vital for any successful organization.
Efficient and well intentioned management sets the tone for the staff. It is common approach of
managers to filter through the entire organization, so having managers working in an exemplary
way is an excellent example for employees to follow.

Police Managerial Functions

1. Planning
- The determination in advance of how the objectives or the organization will attained.
- The process of setting performance objectives and identifying the actions needed to
them.

2. Organizing
- Involves the determination and allocating of the men and women as well as the
resource of an organization to achieve pre-determined goals or objectives of the organization.
- The process of dividing the work to be done and coordinating results to achieve a
desired purpose.

3. Directing
- Involves the overseeing and supervising of the human resources and the various
activities in an organization to achieve through cooperative efforts the pre-determined goals or
objectives of the organization.
- Also called leading, the process of coordinating work efforts of other people to help
them accomplish important task.

4. Controlling
- Involves the checking or evaluation and measurement of work performance and
comparing it with planned goals or objectives of the organization, and making the necessary
corrective action so that work is accomplished as planned.
CFLM 2 FINAL 6

- Also called supervising, the process of monitoring performance, and comparing

results to objectives and taking corrective actions as necessary.

5. Staffing
- The task of providing competent men to do the job and choosing the right men for the
right job.
- Involves selection and processing reliable and well-trained personnel for the right
position.

Different Staffing Activities

1. Recruitment – refers to the set of activities and processes used to legally obtain a
sufficient number of right people for specific positions.

2. Selection – is the process of choosing from among the candidates the most suitable
person for the current position or for the future position.

3. Appraisal – is the process of measuring the performance.

4. Training – is the act of improving the ability required in the current job.

5. Development – is the act of improving the ability required in the future job.

6. Reporting
- The making of detailed account of activities, work, progress, investigations and unusual
in order to keep every one informed or what is going on.

7. Budgeting
- The forecasting in detail of the results of an officially recognized program of operations
based on the highest reasonable expectations for organizational objectives efficiency.

Principles of Efficient Police Management

Division of Work
- Work specialization can increase efficiency with the same amount of effort.

Discipline
- Necessary for an organization to function effectively, however, the state of the
displinary process depends upon quality of its leader.

Authority
CFLM 2 FINAL 7

- The right to command and control the behavior of employees in the lower positions
within an organizational hierarchy.

Hierarchy
- Represents the formal relationship among superiors and subordinates in any given
organization. Serves as the framework for the flow of authority downward and
obedience upward, through the department.

Unity of Command

- Subordinates should receive orders from one superior only.

Scalar Chain
- The hierarchy of authority is the order of ranks from the highest to lowest levels of
the organization.
- Shows the vertical flow of authority which defines the unbroken chain of units from
top to bottom.

Henri Fayol 14 Principles of Management

Henry Fayol, also known as father of modern management theory gave a new
perception of concept of management. He introduced a general theory that applied to all levels
of management and every department. The Fayol’s Theory is practiced y managers to organized
and regulates the internal activities of an organization. He concentrated on accomplishing
managerial efficiency.

1. Division of Work
- Henry believed that segregating work in the workplace amongst the worker will
enhance the quality of the product. Similarly, he also concluded that the division of work
improves the productivity, efficiency, accuracy and speed of the workers.

2. Authority and Responsibility

- These are the two key aspects of management. Authority facilitates the management
to work efficiently, and responsibility makes them responsible for the work done under their
guidance or leadership.
This principle looks at the concept of managerial authority. It looks at how authority is
necessary in order to ensure that managerial commands are carried out. If managers did not
have authority then they would lack the ability to get work carried out. Managers should use
their authority responsibly and ethically.

3. Discipline
CFLM 2 FINAL 8

- Without discipline, nothing can e accomplished. It is the core value for any project or
any management. Good performance and sensible interrelation make the management jo easy
and comprehensive. Employees good behaviour also helps them smoothly build and progress in
their professional careers.
This principle relates to the fact that discipline is needed within an organization for it to
run effectively. Organizational rules, philosophies, and structures need to be met. In order to
have disciplined workers, managers must build a culture of mutual respect and motivation.

4. Unity of Command
- This means employee should have only one boss and follow his command. If an
employee has to follow more than one boss, there begins a conflict of interest and can create
confusion.
- There should be a clear chain of command in place within an organization for it to run
effectively. Organizational rules, philosophies, and structures need to be met. In order to have
disciplined workers, managers, must build a culture of mutual respect and motivation.

5. Unity Direction
- Whoever is engaged in the same activity should have a unified goal. This means all the
person working in a company should have one goal and motive which will make the work easier
and achieve the set goal easily.
Work should be organized in a wat that means employees are working in harmony
toward a shared objective or goal using a shared method or procedure.

6. Subordination or Individual Interest

- This indicates a company should work unitedly towards the interest of a company
rather than personal interest. Be subordinate to the purposes of an organization. This refers to
the whole chain of command in a company.
The Interest of the organization as a whole should take precedence over the interest of
any individual employee or group of employees. This encourages a team spirit and collective
mentally of all for one and one for all.

7. Remuneration
- This plays an important role in motivating the workers of a company. Remuneration
can be monetary or non-monetary. However, if should be according to an individuals efforts
they have made.
In order to motivate and be fair to employees, they should be paid a reasonable rate for
work they carry out. An organization that underpays will struggle to attract quality workers who
are motivated.

8. Centralization
- In any company, the management or any authority responsible for the decision-making
process should be neutral. However, this depends on the size of an organization. Henri Fayol
CFLM 2 FINAL 9

stressed on the point that there should be a balance between the hierarchy and division of
power.
This principle relates to whether decisions should be made centrally, as in from the top
down, or in a more democratic way, from the bottom up. Different decision making processes
are appropriate for different types of decisions.

9. Scalar Chain
- Fayol on this principle highlights that the hierarchy steps should be from the top to the
lowest. This is necessary so that every employee knows their immediate senior also they should
be able to contact any, if needed.
This relates to the principle of a clear chain of communication existing between
employees and superiors. The chain should be respected, unless speedy communication is vital,
in which case the chain may be bypassed if all parties consent.

10. Order
- A company should maintain a well-defined work order to have a favourable work
culture. The positive atmosphere in the workplace will boost more positive productivity.
This relates to the proper use of resources and their effective deployment in a
structured fashion.

11. Equity
- All employees should be treated equally and respectfully. It’s the responsibility of a
manager that no employees face discrimination.
Managers should behave ethically towards those they manage. Almost every
organization in the modern world will have a written set of policies and procedures which will
outline exactly what is expected from staff at all levels.

12. Stability
- An employee delivers the best if they feel secure in their job. It is the duty of the
management to offer job security to their employees.
It is seen as desirable within an organization to have a low staff and the time and
expense needed to train new ones. There should be a clear and efficient method of filling any
staff vacancies that arises.

13. Initiative
- The management should support and encourage the employees to take initiatives in an
organization. It will help them to increase their interest and make them worth.
Employees that have an input as to how to best do their job are likely to feel more
motivated and respected. Many organizations place a great deal of emphasis on listening to the
concerns of staff.

14. Esprit de Corps

CFLM 2 FINAL 10

- It is the responsibility of the management to motivate their employees and be

supportive of each other regularly. Developing trust and mutual understanding will lead to a
positive outcome and work environment.
Keeping a high level of morale and team spirit is an essential part of having the most
productive organization possible. Happy and motivated employees are far more likely to be
productive and less absent.

These principles of management are used to manage an organization and are beneficial for
prediction, planning, decision making, organization and process management, control and
coordination.

Management Style
Management style is the way an entity runs its business. Different departments uses different
styles. Police department’s management style is largely dictated by the type of municipality it
serves. For instance, police departments in small towns are usually differently from those
located in big cities.

Two main management styles

1. Military Management Style – Uses a limited number of subordinates per supervisor, and
fixed hierarchy with a centralized command.

2. Community Management Style – A flexible type which help to create authentic and
meaningful relationship between the organization and the audience. This will seize
opportunities to interact with community effectively.
CFLM 2 FINAL 11

Organizational Types
Organizational type refers to the way an entity is structured, or ordered.

1. Line Organization uses a simple chain of command structure, where authority flows from left
to right or top to bottom in a distinct line. This organizational type is the oldest structure. It’s
used mainly in small police departments that serve rural communities. It’s hard to use this type
of structure in large agencies, because the chain, or line, simply becomes too long.

2. Line and Staff Organization resembles the line organization, but adds internal support roles.
This organizational type is popular in medium sized police departments, because the
department can utilize simple line structure while delegating administrative duties to other
personnel. This is helpful when a department has recently grown, and when new duties or
demands are placed on the police officers.

Line

or

Staff

3. Functional Organization is a team structure that groups employees into different

departments based on areas of expertise. People are grouped according to their special set of
skills, roles or tasks.
CFLM 2 FINAL 12

4. Matrix Organization is having dual or multiple managerial accountability or responsibility, in

this type of organization the employee or member is expected to report on more than one
supervisor or leader.

Decision Making

Decision comes from the Latin word “decerno” which means to decide, to determine, to
settle, to aide with, to hold on, to cling to, to adhere.

Make or Making comes from the Latin word “Facere” which means one’s way, become,
outcome, result, create, designed, draw or forms.

Decision Making – Is a mental process that is an important part of preparing and taking action
in a variety of ways and at a wide range of levels of certain situation or events.
CFLM 2 FINAL 13

Different Styles of Police Decision Making

Analytical Style
Has a much higher tolerance for ambiguity than do directive decision makers. Analytical
managers would be best characterized as careful decision-makers with the ability to adapt to or
cope with novel and unexpected situations.

Conceptual Style
Individuals with conceptual styles tend to use data from multiple sources and consider
many alternatives. Their focus is on taking long-run decisions, and they are very good at finding
creative solutions to problems.

Directive Style
People using a directive style have a low tolerance from ambiguity and seek rationality.
They are efficient and logical, but their efficiency concerns result in decisions made with
minimal information and with few alternatives assessed. Directive style makes decisions fast
and they focus on the short run.

Behavioral Style
Characterizes decision-makers who have a strong concern for the people in the
organization and their development. They are concerned with the well- being of their
subordinates and usually receive suggestions from others.

Some police rely almost exclusively on their dominant style; however, can make shifts
depending on the situation.

Skills Related to Police Decision Making:

Active Listening
Interpersonal Skill
Collaboration
Communication
Logic
Problem Solving
Critical Thinking
Time Management

7 Factors for Critical Decision Making for Police Leaders

There is no magic to making operational decision. All takes is leadership that cares about doing
the right thing for everyone.

As law enforcement leaders, we make critical operational decisions every day. We try to
make best decisions for the circumstance but there are those in your agency who make you feel
CFLM 2 FINAL 14

like no matter what decision you make, it’s never the right one, and that could lead to second –
guessing future decisions.
We make decisions every day in our personal lives that affect us, our families,
employees and those around us. So what considerations do we need to take into account to
make the best operational decisions in our police agencies.

1. It is never about you

I cannot stress this enough. Operational decisions should never be made with your own
personal well-being in mind. You have employees who lead and they account on you to make
the right decision, not make the decision that benefits you as an individual. Making the best
decision that benefits the whole is the goal every day.

2. You have to think globally

You must take into account the whole picture. When you make decisions based on part
of a problem, that decision will never be the most effective. We complain that media and
society judges us on a small snippet of a videotaped event, then why would we essentially do
the same thing? Get the whole picture of the issue and make an informed decisions.

3. Make the right decision for the right person

This is the hard decision to make because it may not be the popular decision. This is the
decision that keeps you up all night, and may segregate you from your employees. Make the
decision that you know to be right, even if that decision means discipline for an employee or
worse, a friend.
You must be able to look at yourself in the mirror and know you made the right
decision. Leadership is not a popularity contest, earn the title of a leader and do the right thing,
just don’t let it be the political thing.

4. The needs of the community can dictate

Your agency is there to protect the citizens in your jurisdiction. If there are community
issues needing to be addressed, simply throwing overtime at the problem is not effective. Make
decisions that produce long lasting results not simply growing employees bank account.
If fights is escalating after school released and your officer are changing shifts at that
time, then adjusting shifts hours or creating early cars to allow for police presence and
deterrence of fights is an example of community considerations in making adjustments, or how
you assign your officers on shifts (plain clothes vs. uniforms).

5. Remember that every decision you make has a person attached to it

Think of this as a pebble being thrown into a body of water. The ripples are issues that
continue to flow outward and affect other things. In other words, decisions you make are like
the pebble. For example, if you have to move an officer’s shift due to man power issues, then
take in to account the fact that he or she has a family that counts on a consistent schedule. A
leadership decision would be to make allowances to accommodate any functions they were
scheduled to attend if possible. The employee’s family is part of the agency family as well.
CFLM 2 FINAL 15

6. Do not judge the result --- judge the path to the result
A glaring example here would be getting political pressure to discipline an employee
who did not violate policy and handled the situation as best as they could, but the result was
not what we hoped for. Remember we cannot guarantee a specific result; we can only
guarantee there will be a result.

The most important thing is determining the process the officers used to reach the
result. If the agency process is flawed then revisit it and rewrite it to be more effective, but
don’t punish the employee for that. They did not create the issue; they simply followed the
agency’s directive.
Results sometimes not pretty but neither is police work. We can only control what we
can control. I know that sounds cliché but it’s true. We can prepare for every conceivable
situation but a suspect can and will change the situation in seconds and we have to react,
Disciplining an employee for a picture-perfect process but not so pretty result, adversely affects
not only the officer, but the officer’s family, fellow employees and the community.

7. Remember the 24-hour rule

Lastly, the 24 hour is simply this; when you are angry or upset and make an immediate
decision, that decision will most certainly be ineffective and possibly destructive. Now, it is not
necessary to wait 24 hours in all cases, but simply cooling off, gathering all the facts and then
making a decision is the order of the day.
This is the rule in my agency and I can tell you, we have been able to avoid real conflict
on so many levels just by waiting.

The consequences of making the wrong decision

 Loss or Life
 Negative Media attention and public opinion
 Demotion in position and/loss of job
 Post-traumatic stress disorder (PPSD)
 Other psychological concerns

Due to the aforementioned consequences, it is important that criminal justice leaders

provide the training needed to make reliable, ethical decisions in all circumstances.

Recommendations for an Effective Decision Making on the Job

Scenario-based conditioning and preparation are required to prepare criminal justice

personnel to take critical duty-focused decisions. Simulators for police training are constantly
dependent on criminal justice experts to refine the decision-making capabilities of officers as
finely as possible.
In addition, there are tips that criminal justice practitioners may apply to their decision-
making processes, which can save a life like:
CFLM 2 FINAL 16

 To increase the number of options, look at a problem from multiple viewpoints and
angles.
 Assess the situation with a view to recognizing threats and non-threats; seek to make
rational decisions aput how to respond accordingly.
 Visualize the way situations play out before they act. Challenge assumptions about a
situation.
 Seek support and advice from colleagues in circumstances that require it.
 Make choices about the most important information, and seek to commit it to memory.
 Be mindful of and accept the feelings before making a conscious move to make rational
decision.
 Practice verbal and non-verbal communication skills with colleagues to communicate
information about how to respond to a situation.

Criminal justice professionals are responsible for their own mental, emotional and
physical health which all affect their decision-making capacity. Criminal justice leaders will also
respect their teams ongoing mental and physical decision-making preparation. This rigorous
preparation makes a huge difference in the willingness of criminal justice practitioners to take
action in both operational and strategic situations.

Philippine Criminal Justice System Three Biggest Challenges in Law Enforcement Today.

1. Police Retention and Recruitment

2. Lack of Resource Equality between Prosecution and Public Defenders
3. Public Perception

Philippine Criminal Justice System

Its Pillar:

Police/Law Enforcement – The initiators or the prime mover.

Prosecution – The champion and the state representative.
Court – The center pillar and the final arbiter of justice.
Correction – The reformer and weakest pillar.
Community – The informal or the base pillar.

Suspect/Offender – the star or the state actor of the CJS

Victim – The forgotten one.
CFLM 2 FINAL 17

Theory of Police Service

The Continental Theory

Policemen are considered as servant of the higher authorities. The people have little or
no share at all in their duties, nor any direct connection with them.

This Practice among countries of France, Italy, Spain etc.

The Home Rule Theory

Policemen are considered as servant of the community, who defend to the effectiveness
of their function upon the express wishes of the people.

This practice in England, United States and Philippines.

Concept of Police Service

Old Concept (Traditional)

Police efficiency is the increasing number of arrest.

Modern Concept
The efficiency of police is the absence of crime or decreasing number of crime.