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Chapter 1
MANAGEMENT, SUPERVISION AND LEADERSHIP
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Chapter 1 Learning Objectives
After completing this chapter, students will know
• What basic management skills are important
• What four tools successful managers use
• What personal characteristics most successful managers exhibit
• What management style is best suited for law enforcement work
Chapter 1 Outline
Introduction
Managers and Management
Authority, Responsibility and Delegation
Basic Management Skills and Tools
Personal Characteristics
The Role of Self Confidence
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Research on and Theories Related to Leadership
Trait Theorists
The Michigan State and Ohio State Universities Studies
The Managerial Grid from a Leadership Perspective
Situational Leadership
Transformational Leadership
Chapter 1 Summary
Basic management skills include technical skills, administrative skills, conceptual skills
and people skills. Successful managers have clear goals and a commitment to excellence,
feedback and support. Most successful managers are consistently self-confident and have
a consistently positive attitude. Several management theories have evolved over time, yet
no one style is more apt than another to achieve the department’s mission. The selected
style must be matched to individual personalities.
Chapter 1: Management, Supervision and Leadership
Chapter 1 Key Terms
autocratic leadership managers make decisions without participant input;
completely authoritative, showing little or no concern for subordinates.
consideration structure looks at establishing the relationship between the group
and the leader.
management by objectives (MBO) involves managers and subordinates setting
goals and objectives together and then tracking performance to ensure that the
objectives are met.
mechanistic model divides tasks into highly specialized jobs where job holders
become experts in their fields, demonstrating the “one best way” to perform their cog
in the wheel (Taylorism). The opposite of the organic model.
total quality management (TQM) Deming’s theory that managers should create
constancy of purpose for improvement of product and service, adopt the new
philosophy, improve constantly, institute modern methods of training on the job,
institute modern methods of supervision, drive fear from the workplace, break down
barriers between staff areas, eliminate numerical goals for the work force, remove
Classroom Discussion Questions
1. Who is a law enforcement manager?
2. What is the purpose of law enforcement management?
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3. What does delegation mean? Can you delegate authority? Responsibility?
4. What changes do you foresee in law enforcement agencies management,
supervision and leadership in the 21st century?
5. How do you develop yourself to be a law enforcement manager?
6. What is your definition of leadership?
Student Activities
1. Interview a police manager and ask him or her what obstacles he or she had to
overcome as a new manager or supervisor. Ask which was the most difficult
situation he or she has had to deal with as a supervisor and how he or she handled
the situation.
Challenge One
After five years as an officer, you were recently promoted to the rank of patrol sergeant
by the new chief of the Greenfield Police Department. The chief tells you he is expanding
the authority and responsibility of sergeants and is looking for strong leadership at the
Chapter 1: Management, Supervision and Leadership
why your old partner was passed by for the promotion. Your old partner seems less
friendly and sometimes questions your decisions at roll call. He often brings up things
you did in the past and openly criticizes management.
Challenge One Questions and Suggested Answers
1. The transition from officer to supervisor is difficult and sometimes isolating. Discuss
some issues that complicate the transition.
Transferring from a position of subordinate to one of authority brings great challenges
2. What should you do as a new sergeant to prove to your officers that you haven’t
changed? Should you use your new authority to demand compliance and establish
your position of authority over your old peers?
Just as with dealing with members of the public, you must establish rapport with your
3. What is the best style of leadership for a new sergeant?
The best style is learning from others. Chose leadership styles you have observed
4. Do different situations require different leadership approaches?
Yes, each situation, even though similar to other situations, is unique because of the
5. Do different officers need different levels of direction and support?