Leadership Applications CRJ-565-MCOL3

Leadership Self-Reflection Portfolio:

Saint Leo University

Graduate Programs

CRJ-565-MCOL2 Leadership Applications

Dr. Robert Mathis

Abstract

The purpose for this portfolio packet is to cause personal reflection by the author upon his characteristics and attitudes which are associated with his personal leadership tendencies. This will be accomplished by completing a series of self-assessment quizzes and leadership exercises. The noted exercises will cause the author to consider additional leadership characteristics and theories offered within the academic setting. Additionally, the exercises will encourage the student to compare and contrast his perspective and understanding of leadership to those of his peer students. The byproduct of this initiative is to provide the writer with the self-awareness and ability to modify his behaviors toward leadership challenges or opportunities in varying capacities.

Keywords: characteristics, development, leadership, modification, self-awareness

Table of Contents

Cover Page…………………………………………………………………………….…………..1

Abstract……………………………………………………………………………………………2

Personal Mission Statement 6

Weekly Self Assessments and Leadership Skill-Building Exercises 7

Module 1 7

Quiz Reflections 1-1 7

Quiz Reflections 1-2 7-8

Quiz Reflections 2-1 8

Quiz Reflections 2-2 8-9

Quiz Reflections 2-3 9

Exercise 2-4 Traits, Motives, and Characteristics 9-11

Module 2 12

Quiz Reflections 3-1 12

Quiz Reflections 3-2 12

Quiz Reflections 4-1 12-13

Quiz Reflections 4-2 13

Quiz Reflections 4-3 13-14

Exercise 3-3 Charismatic Leadership 14

Exercise 4-6 Task-Oriented and Relationship-Oriented Leadership Behaviors 15

Module 3 15

Quiz Reflections 5-1 15

Quiz Reflections 5-2 15-16

Quiz Reflections 6-1 16-17

Quiz Reflections 6-2 17-18

Exercise 3-3 Charismatic Leadership continued 18

Exercise 5-3 My Leadership Approach 18-19

Exercise 6-4 Report on an Ethical or Social Responsibility Scenario 19-20

Module 4 20

Quiz Reflections 7-1 20-21

Quiz Reflections 7-2 21

Quiz Reflections 8-1 21-22

Quiz Reflections 8-2 22

Exercise 7-5 Power, Politics, and Leadership 22-24

Exercise 8-4 Influence Tactics 24-26

Module 5 26

Quiz Reflections 9-1 26-27

Quiz Reflections 9-2 27

Quiz Reflections 10-1 27

Quiz Reflections 10-2 28

Exercise 9-4 Team Building 28-30

Exercise 10-5 Motivation Observation Exercise 30-31

Module 6 31

Quiz Reflections 11-1 31

Quiz Reflections 12-1 31-32

Quiz Reflections 12-2 32-33

Quiz Reflections 12-3 33

Exercise 11-4 My Creative and Innovative Ideas 33-34

Exercise 12-4 How Well Do I Communicate to Others? 34-36

Module 7 36

Quiz Reflections 13-1 36

Quiz Reflections 13-2 36-37

Quiz Reflections 14-1 37

Quiz Reflections 14-2 37-38

Exercise 13-3 Opportunity to Think Strategically 38-39

Exercise 14-3 Cross-Cultural Leadership 39

Module 8 39

Quiz Reflections 15-1 39-40

Quiz Reflections 15-2 41

Exercise 15-2 My Leadership Portfolio 42-43

Final Reflections 43-45

References 46

Resume 47

Quiz Results 48-49

Personal Mission Statement

My personal mission statement begins with, “service to others before self.” If you want to measure the worth of a person ask them what they are doing for others. Being a leader begins and ends with this philosophy. It is not about you, it is about those you serve, your employees and the clients. Selfless leaders benefit from a level of transparency which reduce any doubt to the person’s actions or motives.

In leading my family and my deputies, I have a daily goal which applies to each aspect of my life and that is to be the best person that I can be. To fulfill this daily goal, I start each day with a commitment to be better today than I was yesterday. This mindset is fulfilled by demonstrating characteristics which not only make me worthy leader, but also a worthy citizen, father, and husband. Some of the essential characteristics necessary for one’s development are integrity / character, leading by example, optimism, approachability, open mindedness, purpose-driven orientation, energy and flexibility, and commitment, relevant intellect, humility and patience.

These attributes contribute to an outlook, which dictates for me, personally and professionally, to do what is right (morally / ethically) simply because it is the right thing to do regardless of popularity, cost, or result. If I act consciously in this light, I can never have difficulty with the reflection in the mirror and I can influence others to live accordingly.

Module One Weekly Self-Assessments

Leadership Self-Assessment Quiz Reflections

The raw score from quiz 1-1 indicated a high readiness for a leadership role. In my current professional assignment I am the commander for the law enforcement division within the Sheriff’s Office. I lead directly (6) lieutenants and (6) sergeants in varying law enforcement capacities. Indirectly, I am responsible for approximately (50) sworn deputies. I strive to know each deputy both personally and professionally.

In doing so I make myself approachable reducing fears or anxieties they may experience when facing their division commander so that we can focus on the task at hand, which could be personal or professional. This level of connectedness builds bridges to honesty, commitment and big picture understanding. I have been told over the years by superiors, peers, and subordinates that I routinely exceed expectations with tasks and personnel and in that light I feel I have experienced some success professionally.

Inferring from my score and writings above one might think I am perfect or that he thinks he is perfect. Perfection is simply a status just prior to or followed by failure. I have been a husband, father, and leader for about an equal amount of time which is 25 years now. Mistakes have been made but rarely repeated which I suppose could suggest an ability and drive to continually improve. .

The purpose of this self-assessment quiz is to cause self-reflection and I can tell you from both personal and professional experiences that your development should evolve from within a looping process, constantly asking yourself, “how can I / we do better?”

Quiz 1-2 indeed offers insight into the significance of life perspective and how it relates to leadership. The varying roles you experience in life can provide you with valuable insight and preparation for leadership. The more leading roles you are motivated to experience the more likely you are to become an effective leader later in your life. Leadership experience provides some universal and unique life perspectives which will help you later as you matriculate both personally and professionally.

The results from quiz 2-1 reflect for me a high degree of self-confidence. This level of confidence is arguably an essential byproduct of being an effective law enforcement officer. Your job routinely places you in positions of authority and control with a number of differing entities each of which are impacted by the outcome of your decisions. To make matters more demanding you as the fact finder know ahead of time regardless of what your decision is there generally will be one party to the issue dissatisfied with your verdict. Your successes and failures are met with great scrutiny by the public, your supervisors, and the judicial system, and of course the media. You must be prepared and confident that you are not only acting in accordance with the law but that you are acting judiciously and punitively.

In quiz 2-2 the results indicate that I am a trustworthy leader. Credibility is the working man’s currency and for a cop it is not any different. Having and maintaining that credibility is absolutely essential for you to maintain your status as a law enforcement officer. This self-assessment for me reinforces the significance of walking the talk as noted within the quiz. The credibility of a leader cannot be sullied once your peers or subordinates feel that you are not trustworthy you become entirely ineffective as a leader.

One issue for me noted within this assessment is the eye contact statement. I routinely have a hard time maintaining eye contact with persons I am engaged in conversation with due in whole or in part to my job. After 25 years on the job it is more important for me to listen to the person I am talking with but watching everyone else around us. My wife pointed this out several years ago and despite my best efforts, at times, I find myself reverting back to officer safety as opposed to active listening / communicating.

In quiz 2-3 it noted that I was remarkably effective in rebounding from setbacks. I find that dealing with the most negative aspects of society, day in and day out, will either produce resiliency or resentment. Law enforcement officer’s jobs are filled with negative people and victims in varying capacity. Injury and / or death are a matter of daily affairs. Officers and deputies are routinely lied to by those they deal with and are often excluded from normal everyday lives by virtue of being a law enforcement officer. They tend not to be invited to private functions outside of work and if they do everyone wants to talk about their jobs in some capacity. These negative factors are often cited when considering the associated divorce and suicide rates for law enforcement officers. It is imperative, I think to create and place optimism into your life to avoid those undesirables. Knowing or believing that tomorrow can and should be better has always helped me through the tough times. Being a resilient leader is significant because every day you have an opportunity to cheer for someone else and an obligation to put things back into perspective for your personnel.

Leadership Portfolio Exercise 2-4

In the section below I will list those traits, motives and characteristics which I believe I possess and currently exhibit:

1. Self-Confidence – I have often in my career taken a leading role in mostly every affiliation I have had with varying disciplines in my profession. That confidence has been demonstrated in the ability to lead and direct and eventually command each unit within the Law Enforcement Division of my agency.

2. Humility – Despite my candor and confidence, I am in agreement that to error is human to wit I am. I am not only willing to admit when I am wrong, I readily announce the error and own my mistakes. This was recently displayed in a supervisors meeting when a staff issue arose of no wrong doing on my part directly, I owned the responsibility because in the end it negatively impacted the troops under my command. Honest humility in this fashion demonstrates grace and commitment to improving.

3. Trustworthiness – Credibility is an essential credential not only in the justice system but it is of paramount significance as a leader. When one loses trust in either capacity those who require it can never accept your counsel and direction. I have at various times throughout my career offered my recollection to events in question which did not shine on me favorably and in those instances I knew I was making a deposit of trust with those who depend on me.

4. Sense of Humor – My willingness to offer a sense of humor amongst the troops demonstrates for my deputies that I am approachable as a leader. The people who report to you charged with responsibility and accountability of matters of significance

must feel comfortable with reporting to or questioning you. An appropriate sense of humor responsibly timed can also offer much needed relief during times of mounting stress often experienced by troops in serious situations. I have personally committed to these tactics over the years during pre-raid briefs and post-raid debriefs as well as crime scenes.

5. Insight into people and situations – Over the years, in each of the units for which I was responsible, I would routinely recruit good candidates for the units I commanded and once the candidates were within, I begin to actively look for my replacement. The metaphor often used to identify this process of redundancy is known as the company escalator. If I ensure there are folks behind me on the escalator, as I reach the end / top of the escalator, I am assured of a smooth transition and the mission continues moving forward.

In the section below I will list those traits, motives and characteristics which I believe I could focus on improving:

1. Cognitive (or analytical) Intelligence- There are times and situations when I question my abilities as a critical thinker. Processes outside of my area of expertise, patrol, tactical and criminal investigations, I need to expand my perspective and understanding. These areas would include human resource requirements and agency budgeting.

2. Extraversion – There are certain social requirements associated with my role as a division commander wherein I lack a confidence level which would help me to be more comfortable.

3. Self Confidence – I have been viewed at times in my professional career as brash or arrogant based on my confidence in my job and abilities. I work diligently to convey more humility and patience. This impression is an undesirable that I am trying to correct.

4. Enthusiasm – This can be an exhausting pursuit for me in my given profession. Cynicism and negativity fill the days for cops and the effects can permeate the fabric of one’s soul. I not only have to be my own cheerleader but as a commander it is my responsibility to keep everything in perspective for my troops. This is an evolution that I experience routinely and I have to work very hard at times to beat the status quo which can manifest into resentment and pessimism.

5. Flexibility – There are times when my experience with given processes is a nuisance preventing or stifling me from seeing certain benefits of new methods or programs.

Module Two Weekly Self-Assessments

Leadership Self-Assessment Quiz Reflections

In quiz 3-1 the score was representative of someone who is at the threshold of being identified as a charismatic individual. In some situations, I can display or offer charismatic traits, and in others, I find myself more rigid and result oriented. The basis for which behaviors are displayed are often contextual. The charismatic behaviors permit me to build up the confidences within a group and support them in their efforts to accomplish a common task. The transactional characteristics offer to me the ability to stay focused and provide me a resilience to complete a priority task without much input from the group. This hybrid style of leadership is reflected by Dubrin (2013, pg. 77) as a transformational leader, defined as someone who can motivate people toward positive and major changes within an organization.

In quiz 3-2 I had an opportunity to reflect upon prior leadership. I focused on a prior sheriff who taught me much about accountability and responsibility. In this evaluation, I observed very high percentage scores in each category. The Individual-Focused TFL (Transformational Leadership) and Group-Focused TFL subscales each represented a strong commitment to grow the agency in terms of its personnel and its capabilities exponentially.

Although the demonstration of appreciation was often absent, the agency, as a whole, had and continues to have, a great amount of pride and professionalism. The result has been a mid-size law enforcement agency, providing a suburban community, professional, and diverse police services generally found within much larger law enforcement agencies.

In quiz 4-1 my score indicated that I am a transformational leader. This reflection seems an accurate portrait of who I think I have become in fifteen years of management. I have stated before my belief in the perspective of contextual leadership wherein leadership behaviors are dictated by the situations. While I am always the optimist and very much a relationship-oriented leader, I am also very task oriented. I very much believe in the alignment of personnel to build redundancy within the unit. I remain open to subordinate opinions and perspectives actively searching or recruiting creativity from every member. However, once a decision is made, collectively if possible or unilaterally if necessary, I require absolute focus and commitment upon the established goals. This behavior is modeled and mentored by me in every action. Employees have often noticed and criticized, my early morning or late night reports activity. This behavior typically draws a collective sigh of disbelief but in the end they can never question my focus or dedication to the mission.

In quiz 4-2 it became abundantly clear to me that I have strong participative values in my approach to leadership. A participative leadership tendency is a responsible approach in leading, as it certainly encourages acceptance and commitment by the unit to their strengths, weaknesses, and collective goals. As a team builder the significance of the latter cannot be overstated. However, DuBrin’s (2013) research suggests that a leader cannot become so consensus or democratic based, or laissez-faire, in their leadership approach that the unit feels they are provided too little direction.

In quiz 4-3 I found in most instances that the results were very typical of my leadership disposition. However, in this section, I find myself questioning the resulting score and in the same instance agreeing with the results. In both my personal and professional life, I manage my daily affairs within a risk management model. Despite this cautionary approach, in both aspects of my life, I am known as a risk taker. In my personal life, I enjoy riding my Harley Davidson with my wife more than anything. Common thought is that this activity is highly risky. Additionally, I am the one manager within my agency willing to take on calculated risks such as active live-fire firearms training based scenarios. In each, the risk vs. reward analysis is applied to reduce the risk significantly. In my personal hobby of riding motorcycles for leisure, I rely on nearly forty years of riding experience, advanced road riding training, time of day and specific route selection which reduces the risk. In the professional example, I began the initiative of live fire training, after careful consideration of the dynamics of use-of-force scenarios. To reduce the likelihood that one of my deputies would not be prepared to engage an active threat, I introduced this training feature in spite of the real and significant risk to the employees. Every action and reaction have a safety response plan in place, like a Hollywood script, again to minimize the risk involved. Years later, that training has been credited with saving lives, in real world events based on the deputy’s response during those critical incidents. As described within the textbook, “You probably are a sensible risk taker and an adventuresome person in a way that enhances your leadership appeal to others” (DuBrin, A., 2013, p. 129). While I am not certain that I am adventuresome, I do like and respect a challenge!

Leadership Portfolio Exercise 3-3

Charisma has been described as magnetism, allure, appeal, and pizzazz. Regardless of your personal interpretation, it is indeed essential in leadership for those who wish to succeed. Invest in others and you will receive dividends for years to come because people are your success or failure.

This week, I reached out to a classmate, whom I do not know personally, and asked for consideration and input while complimenting their perspective on leadership. I also made a strong effort at a recent public safety event within my county to speak with every person that I did not know. Each of these acts was not necessarily comfortable for me, but realizing the significance of being charismatic and / or likeable to develop a common respect was worth the risk of rejection or embarrassment.

Leadership Portfolio Exercise 4-6

Recently, I commanded the investigation of a quadruple shooting which resulted in a homicide. In that event and subsequent meetings, with relevant peer agencies, I demonstrated a series of task-oriented behaviors. First and foremost, I responded directly to the scene to offer (1) hands-on guidance for support and direction in support of the criminal investigation. Being this was an active and fluid situation, it required many modifications in our approaches to the varying needs which were immediate. The aforementioned activity demonstrated (2) adaptability to situations. Focusing on the tasks required, then making assignments based on individual strengths and capabilities represented (3) concentrating on the strength of group members and directing their investigative efforts accordingly. Working within our group to facilitate the criminal investigation in concert with the prosecutor’s office to assure that we were meeting their needs and balancing the interests of the public’s need and right to know by working with the media illustrated my abilities to (4) organize for collaboration.

Module Three Weekly Self-Assessments

Leadership Self-Assessment Quiz Reflections

In quiz 5-1 the score reflects that I am a strong situational perspective leader. The result seems to fit my leadership character and approach to resolving daily issues. In situational leadership, DuBrin (2013, p. 150) suggests that the skill of the employee and the degree of difficulty of the task have more to do with directing than other factors. Additionally, the model offers that the leadership style offered in a given scenario is based more upon the needs of a given situation (DuBrin A. , 2013, p. 150). Typically, when planning any response to an operational situation I weigh number of factors when determining the need for my participation style whether active or inactive. The evaluation of the task difficulty and associated risks combined with the experience and training level of the law enforcement officers is necessary to offer an appropriate police response. DuBrin (2013, p. 166) tells us that leaders are most successful when they make their behavior contingent on the situational factors and the training and experience of the group members.

In quiz 5-2 it is offered that I have a high leadership exchange in place with my current supervisors. The interactions with my supervisors are key to the foundations for future success. A leader guided by the principles of contingency leadership must know their subordinates to effectively manage them. Understanding the varying characteristics, capabilities, training, and experience levels will help the leader to avoid over or under supervising the team in differing scenarios. Leader-Member Exchange (LMX) theory suggests that this level of knowledge and intimacy with employees can cause negative reflections for out-group members in areas such as performance reviews and positive job assignments for the in-group members (Dubrin, A., 2013, p. 159).

While that observation may seem legitimate I offer from experience two thoughts or positions to this. First is that this is not a typical in critical assignments such as police work. The in-groups usually get the tougher less attractive assignments simply due to their knowledge, skills, and abilities. My second observation would be that the out-groups often find poorer reflections in performance reviews not entirely based upon the LMX but rather because their work performance is inferior to those in the in-groups typically. I do value the premise however and I remain aware of the two different groups and I work diligently to motivate and inspire members from the out-group in an effort to change their group and status.

In quiz 6-1 the resulting score suggests the self-image is that of a highly ethical and trustworthy leader. DuBrin (2013, p. 176) tells us that there are four ethical leadership behaviors that a leader must possess to be able to truly serve as an effective leader. Firstly a leader must be above and beyond reproach. Honesty and integrity with all matters are essential to the credibility of the organization (DuBrin, 2013, p. 176). A leader needs to focus on all stakeholders, be socially responsible, respect the individual, and above all else they must adhere to their integrity regardless of the personal or professional cause (DuBrin, 2013, p. 177). In order for a leader to achieve an ethical framework they must first develop an ethical mind, a characteristic that inspires individuals to do good work on behalf of themselves, their peers, the organization, and society as a whole (DuBrin, 2013, p. 181).

Within quiz 6-2 the results reflected that I am most likely perceived by those around me as being a person of good character. I routinely approach people and tasks with a risk analysis evaluation prior to acting. In this approach, I generally want to know if the action is necessary, is it safe for my deputies, is it just, and is it fair. DuBrin (2013) offers from the Center for Business Ethics at Bentley College that there are several screening techniques available to help a leader plan for ethical behavior.

1 - Is it right?

2 – Is it fair?

3 – Who gets hurt?

4 – How would you feel if your decision was made public?

5 – What would you tell a younger child to do?

6 – How does it smell (p.181)

Having a plan for ethical behaviors is a responsible way to evaluate what and how to act in any given situation. Ethical screens such as the latter have been employed as techniques to avoid not only unethical behaviors but also to prevent professionals from entering knowingly into conflict of interest situations. The legal systems have employed ethical screens or ethical walls which are used as barriers to prevent conflicts of interests between attorneys and privileged information possibly obtained from prior affiliations with other clients (Scoop, 2014).

Leadership Portfolio Exercise 5-3

Visualize (2) different leadership scenarios that you witnessed directly. Think through how you would have used a different leadership approach for each one if you had been the leader.

1. In my first scenario consideration there was an instance wherein one of my patrol lieutenants has permitted a patrol deputy to under-perform for what I describe as an employee with high competence / low enthusiasm. In the noted mishandled situation involved a DUI accident. In that situation the deputy was permitted to arrest the offender for a lesser offense based on an alleged misunderstanding of the law.

a. In the scenario above, I would qualify this subordinate according to Blanchard as D2 disillusioned learner, and as such, the supervisor must work more closely with them in coaching role, as an underachiever based on a host of factors, to include but not limited to the following;

i. Low commitment, (burnout) the employee has become disillusioned with the justice system and feels his efforts are in vain.

ii. The employee is a member of advanced units and feels the investigation is not of significance.

b. Suggested leadership approach for a D2-disillusoned learner would suggest a more interactive approach between the supervisor and follower working closely with them in a coaching role. The leader must commit to mentoring this employee and the employee must re-engage the process to which he has taken an oath to support and serve. The challenge of the daily coaching of this employee may need to be shared effort between both shift supervisors and possibly a senior Field Training Officer.

2. In my second scenario I recently witnessed the sergeant in Investigations over managing personnel during an investigation wherein she would micro-manage every aspect of the investigation being conducted by her subordinate(s). I witnessed the negative reactions conveyed by a group of competent and enthusiastic criminal investigators. These followers would be classified as D4 personnel requiring little more than a pat on the back at the conclusion of the task.

a. I conferred with her lieutenant (also enthusiastic / competent) and suggested less supervisory input when they are in familiar waters.

Leadership Portfolio Exercise 6-4

Recently, I had an opportunity to serve our community in a philanthropic manner. DuBrin (2013) informs us when corporate social responsibility generates a value for shareholders and stakeholders, it is regarded as good business. This past December my agency, as it does annually, provided a Christmas event for 160 of our county’s neediest children. The event consists of a shopping spree with free gift wrapping by high school groups, pictures with Santa and Mrs. Claus. Each year I lead a committee of internal and external volunteer committee members in organizing the necessary fundraising required to generate the necessary revenue to take 160 kids Christmas shopping.

In this initiative we not only serve the children but we strengthen community in that it requires us to team up with other community leaders to help us in this endeavor. On the day of the event each kid requires a shopping partner and as my agency only has a hundred sworn officers we have to recruit outside the office. We bring in partners form peer agencies such as the state police, social services, school division, including both students and staff, as well as the business community. We often have well over 100 volunteers coming together from various paths within our community to make this day a reality.

The residual effects of such an event are tremendous. The community we work next to and serve during this endeavor tend to see our profession and its members in a much different light. We become providers rather than takers. The bridges we build with the impoverished community which is often over-served in a law enforcement capacity, for a variety of reasons, also see the humanitarian side of each cop and community member that participate. For them it is a reminder that there are indeed good people amongst them who want nothing more than to help them.

I have been told on more than one occasion that this single event defines an organization committing to improving lives and I recognize this as ethical and social responsibility and leadership.

Module Four Weekly Self-Assessments

Leadership Self-Assessment Quiz Reflections

In quiz 7.1 I found that based on the results that I have a strong ability to empower personnel. DuBrin (2013, p. 211) tells us that empowerment is essentially the process of providing the authority and responsibility of the decision-making from the leaders to the followers. In this light the employee is perpetually growing within the workforce and readying them for leadership and promotions.

I value the managerial perspective that every function and position within an organization should be complemented with employee overlap or redundancy. Redundancy management traditionally pertains to the dismissal of an employee, such as recession in the work place, causing displacement of the employee a result of the redundancy. However from my perspective redundancy is the assurance that no position or task is left without someone capable of adequately meeting the task or organizations needs should the primary employee no longer be available. Each employee, leader, or manage is obligated to provide redundant employees with the ability to become competent and confident with each redundant or overlapping system or task. This requires leaders and managers to be participative in nature offering direct encouragement and training to the employee. To me this is just responsible leadership.

In quiz 7-2 it is revealed that I have an average tendency to participate in office politics. Being a leader is about influencing others to not only complete a common goal or a task but to want to do so while in support of the organization or initiative. Political influence is essential in this light as it helps a leader gain power, build essential relationships, both internally and externally, with superiors and subordinates, and it helps to understand the political geography minimizing costly mistakes for the organization (DuBrin, 2013, p. 220).

In my position it is effective to know and understand the political landscape well. I have to accomplish tasks and goals alike utilizing resources internally and externally. By being attentive to the political climate I am able to influence others and avoid the political blunders which can negatively affect an organization or a specific task. To influence others it is important to understand what motivates them or shapes their professional values. The political side of leadership must be measured in its application though to help guard against possible unethical influence or actions. The ends can never justify the means.

Leadership Self-Assessment Quiz Reflections

Quiz 8-1 suggests that I have a strong tendency or ability to be influential. As previously noted in this document influence is the essence of leadership. I work with an expectation that leadership model the desired behaviors for the organization. Leading by example is key to gaining influence and confidence from followers. Influential leaders are able to persuade personnel with perspectives supported by facts. A strong leader can impact the level of commitment within the troops by adequately conveying the need for their input and attention to a matter by justifying it with facts, evidence, or personal appeals (DuBrin, 2013, p. 246). Routinely I have to explain and justify the need to get commit to various situations and each proposal and / or directive is succeeded by a full risk analysis in an effort to justify the organizations position and intended action.

Quiz 8-2 supports the notion that I tend to ingratiate myself toward my employer. I think it is important to showcase my personnel’s accomplishments and keep him apprised daily as to cases and results. I also think it is important for him to believe with confidence that we share a common vision, belief, and enthusiasm to toward the organizational statement of objectives and purpose. This level of engagement also provides for active dialogue which keeps the information flowing up and down the chain of command in an organization. Ingratiating one’s self to their boss in a positive light routinely is also a tactical maneuver and can be self-serving. It can enable you to be in a better position to offer disagreement with your superiors when your routine interactions are positive in nature. Ingratiation is also useful in mentoring subordinates as establish a protocol for conducting business with their leaders. If an employee is unable to ingratiate themselves unto his superior for lack of confidence, trust, or knowledge then perhaps it is time to find a new job. If you remain in this capacity you can serve with your heart and all that you offer will be less than your best which is counterproductive for all.

Leadership Portfolio Exercise 7-5

For this insert into your portfolio, think through all the recent opportunities you might have had to use political tactics. How did you deal with the situation? Did you capitalize on any opportunities? Did you use an ethical approach? Did you use any ethical tactics? Did you commit any political blunders?

I routinely visit with community business leaders within our county. Recently I have forged a professional and somewhat of a personal relationship with a local business person who owns an automated car wash in our county. During our frequent exchanges the business owner and I share information related to public safety and security as well general small talk covering current events.

In the not so distant past the carwash owner recalled about the overall responsiveness and professional manner in which my patrol deputies solved a crime which affected his business and he expressed profound thanks for the continued patrol checks conducted by the deputies to help guard against future criminal events targeting his business.

I occasionally use his carwash with my patrol vehicle to help maintain a positive image for our agency and industry. During a visit he asked me why my deputies didn’t use his facility more regularly to help them meet the agency’s requirement for vehicle appearance. I explained to him it was indeed a matter of cost as most were newlyweds and young parents. The cost associated with the fully automated carwash, while convenient, was simply too expensive for the younger deputies most of whom were entry level in terms of pay. The owner then offered to let the deputies wash their cars for free. He said for him it could be considered a charitable or community service he could write off on taxes. He added somewhat in jest that the presence of law enforcement deputies frequently at his establishment would probably reduce his insurance premiums. I told him that was a very kind gesture but I could not permit this as it could be viewed as a form of public corruption or bribery. He stated that was crazy, but he understood the perception. He then asked what would be an appropriate manner in which to make it affordable for the deputies to wash their cars at his facility. I told him we could not take any gratuity or exception that was not readily available to any other forms of public safety entities.

Sometime later the owner contacted me and said he would set a reduced price for unlimited carwashes, available to all public safety entities which included fire and rescue units (size allowing), state police, game wardens and deputy sheriffs. An exception to costs associated with businesses within our county which is not exclusive to any particular department or division is acceptable. The appearance of our vehicles has certainly increased since. I submit this dialogue was beneficial to each party and was based in whole on establishing contacts and being courteous and honest.

Leadership Portfolio Exercise 8-4

In this chapter’s entry to your leadership journal, describe any influence tactic you implemented recently. Describe what you did and how the influence target reacted.

Recently, I had to challenge a decision to be made by an entity external to my agency, who was also senior to me in the corporate structure, which could have impacted my agency in a very negative light publically and his decision was inherently wrong or unethical.

In this example there was a reported crime by our school division. On a weekend day when there was fresh snow on the ground and no school in session members of our community took to sledding in the snow on a hill located upon the school grounds. During this activity it was reported that three unknown individuals, driving careless in a large pickup truck, destroyed a large section of freshly sodded grounds amounting to about a thousand dollars in damages.

I was contacted personally by the Assistant Superintendent and asked to have my patrol personnel suspend the activities upon the school ground and investigate the incident of damaged property. In my discussions with the assistant superintendent, I asked if the schools’ goal was criminal prosecution or civil restitution for damages. This is relevant because a criminal prosecution would change the dynamics in which the investigation would proceed. The assistant superintendent replied that the school board’s only interest in this matter was restitution if we could find the parties responsible for said damages.

The investigation began with an analysis of available video footage from the schools surveillance system. Subsequent to these efforts a social media post on my agency’s Facebook page including still photos of the truck and occupants responsible for the damages. The result was a father calling to offer that he thought the culprits might be his daughter and friends explaining that they were all good kids who made a bad decision. I promptly informed the father that the school district’s only interest was restitution, by check or rake. The father offered a sigh of relief and asked that I “put a rake in her hands,” that he thought “she would learn more of a lesson”. With this he offered me the names of all responsible and we continued the investigation with debriefs and recorded statements.

As the factors were presented to school administration upon the affected school reopening, the school division’s superintendent was displeased with his assistant superintendent for not consulting him prior to offering the school board’s position to authorities. As a result the superintendent declared a change of course from the school board’s position and they now were intending to prosecute the students. The school resource deputy for this particular school contacted me and reported the change of mind(s).

Noting the negative consequences this reversal would have upon the character of myself, my agency, the industry, and the school board, I immediately met with the superintendent. In our discussions the superintendent relayed the factors influencing his decision and I offered a counter influence tactic of rational persuasion, legitimizing the request, and apprising the target. The approach in this influencing attempt would include the process of sequencing the influencing tactics as well.

I informed the superintendent that firstly we were principled and honorable people obligated to base our decisions on ethics. Explaining our essential need, in a rational persuasive and ethical posture to honor our initial offerings to the parents and students was a critical aspect to our maintaining credibility within the community. Structuring my influence tactic on established policy, case law, and historical responses to similar past events I was able to legitimatize the offer. I then informed the superintendent of the logical and likely consequences of not honoring our word / offer. The resulting action was in the school board relenting and agreeing to civil restitution.

Module Five Weekly Self-Assessments

Leadership Self-Assessment Quiz Reflections

In quiz 9-1 the results offered that I endorse teamwork over individualism. As a member of a law enforcement agency teamwork is an essential component in our overall approach and success in most situations. The work requires innovative and creative thinking which is enhanced from a team approach. There are, unfortunately, times when the tasks for these agents are a threat to their safety and teamwork is required to ensure a successful resolution.

Working toward a common goal which draws inspiration from the possibility to positively affect someone’s life is bonding. Each public safety official enters into this profession with the sole purpose to help others. It is the responsibility of the leader to inspire selfless service. I take each opportunity to remind all of my subordinates that we are purposed for self-gain or adulation but rather to serve our community, agency, and industry. I remind them that this job is high-value work and that the futures of the aforementioned stakeholders rely on our abilities to collectively serve in this capacity. It is also the leader’s responsibility to organize, outfit, encourage communications, information sharing, and establishing a climate of honesty and trust to enhance the team’s chance for success (DuBrin, 2013, p. 274).

In quiz 9-2 the value reveals my strong belief in team over individualism. As stated above the level of success is increased exponentially when a leader operates from a team perspective. Enhancing team development and success is the leader’s sole responsibility. As a leader I routinely recognize group and individual achievement to encourage continued success. I also place high value in recruiting and hiring team-oriented players and I try to solicit as much input from current team members that is reasonably possible. I lead by example encouraging measured risk taking and encourage change by challenging each member to dedicate themselves to daily personal and team improvement.

In 10-1 the quiz measured my attitude toward motivating others. In this section it offered that I have advanced knowledge and skill with respect to motivating others. The need for this skill in my current position and occupation cannot be overstated. Often times the job can be tedious, thankless, and ambiguous as to whether or not a deputy’s actions are truly making a difference within society. As a leader it is my responsibility to keep their motivation level high and as a result I showcase every success big or small in and put it into context illustrating the resulting benefits to society, agency, and industry. This commitment on my behalf has been met with great appreciation on more than one occasion. My personnel are asked to witness and do things routinely that most people would not consider doing. The footprints on their psyches can be unrelenting and it is my responsibility to help them reclaim the significance of their purpose.

In quiz 10-2 my score suggests that I do not crave attention for my efforts or work product. In my position, as I tell my lieutenants, it is not about us. Keep your attention and focus on your people and the mission everything else will work itself out! It is my responsibility to build a deep rooted belief that our actions have to be about everyone and everything around us. It is never about us. If your focus remains on the aforementioned then your byproduct will be good and that will speak for itself. If you take care of your personnel they will take care of the people we are ultimately there to serve with passion and without prejudice.

Leadership Skill Building Exercise 9-4

In this chapter’s entry to your leadership journal list two examples you used recently as a leader or group member to enhance cooperation or teamwork.

Although it has not been very recent, I have found success in recognition efforts. After assuming command of the law enforcement division I immediately recognized a lack of recognition for the job our law enforcement deputies offered our community each day. I began a dedicated campaign to recognize meritorious and community policing efforts through “Letters of Recognition” (LOR’s). Recognizing the critical needs and services of our profession I felt it was a matter of great significance to praise those providing the efforts to reinforce the desired behavior. Deputies were long overdue to be recognized for their daily efforts which were consistent with the best interests of our industry. Initially the troops appeared unsettled with receiving the recognition. This industry breeds honor and commitment and the deputies felt obligated by oath not realizing the significance they provided.

However, in time, it has become a focal point for team discussions reflecting on the merit of each LOR and interestingly members previously not enthusiastic about certain aspects of the job found themselves completing those very tasks and basking in the rays of the LOR. These instruments of recognition are now widely endorsed and they are shared in every vehicle we have available internally and externally to spread the word of the fine workmanship provided by our deputies. The communication mediums are a message board in the deputy’s bay, social media, and our internal database for our records management system. This profession does not have a lot of opportunities to reward deputies financially, due in whole or in part to the fact that we are a government entity who operates under an oath. It would be improper, legally challenging, and possibly corrupting to financially reward deputies for upholding their oath. In hindsight, it has probably been one of the more significant things I’ve introduced post my appointment. This recognition system has inspired members to go out of their way to provide for the needs of the citizens that they serve each day and that is what it is all about.

The second initiative proffered by me to promote cooperation and teamwork was the introduction of a supervisor’s retreat. Last year was our first outing and it was a resounding success based on the post-event satisfaction surveys. During this inaugural event, I lead the retreat, inviting in an external speaker to kick it off who could convey adequately that leadership principles were universal across industry. Our speaker was John Gordon who is the owner and operator of our local Chick-fil-A restaurant and he really set the tone for high energy and enthusiasm. Mr. Gordon, a college and Chick-fil-A leadership council graduate, and successful business man introduced us to a variety of leadership concepts. He showcased leadership philosophies such as selfless and servant leadership, filling the escalator / deep bench, and community investment. All of which have helped him to develop his company into a very successful and community-based business. The program also involved interactive exchange / learning exercises and consensus building tasks wherein we successfully revised peer and supervisor quarterly performance evaluations and developed a supervisor’s creed. The event reinforced the need for honest, open-minded, progressive and engaged leadership with a commitment to community investment. This year’s event is currently being planned by new host supervisors and all seem eager to attend.

Leadership Skill Building Exercise 10.5

In this chapter’s entry to your leadership journal utilize recognition with three individuals and record their reactions to being recognized for their task.

The example I am offering here is typical of a deputy’s reaction every time I personally thank them for their dedicated service on matters of routine. Recently, we had a series of community complaints from a neighborhood concerning a subject who is a suspended driver and yet continues to drive. Each time someone would call in a complaint concerning this individual, by the time deputies arrived, he would be gone. The deputy that I would later recognize learned the individual had court in an unknown matter. The deputy showed up at the courthouse timely and waited to see if the suspect would exit the courthouse and get into a car drive away. As suspected the suspect left the courthouse and got into an automobile to leave. Knowing him to be suspended, with previous related convictions, the deputy stopped him and arrested him. Residual to the license infraction the deputy would also discover a quantity of marijuana. Afterwards, I thanked the deputy personally and he was a little dismayed. He replied “Captain this is my job. No thanks necessary, Sir”. I replied that this was more significant than it appears. I explained to him my theory of it’s the little things that matter the most. I went on to explain it is easy as a division commander to find deputies interested in working the big cases like murder or robbery. However, I explained it is the little quality of life cases which speak the loudest about the character of a department. He nodded in agreement and thanked me for recognizing him.

This is typical of my approach to personal recognition and I do this with all of my personnel. Recently, I went to my tactical team members following a barricade subject response and shook all fourteen of their hands and thanked them personally. This is something I insist on every time we have an operation. They express appreciation each time for command staff recognizing their personal sacrifice and seem to genuinely appreciate it. These committed deputies’ sacrifice a great deal personally and a genuine expression of thanks helps them cope with personal deficits created by the endless cases.

Module Six Weekly Self-Assessments

Leadership Self-Assessment Quiz Reflections

In quiz 11-1 I found that the score again reflected accurately my personality and characteristics pertaining to creativity. I scored mid-range which suggests that I am more intellectual than creative. While I appreciate and accept the need for change and creatively pursuing that change I rely heavily on my team to broaden my horizons. As the text indicates there is opportunity to enhance my level of creativity and I work on this endeavor routinely.

Recognizing often the need to be creative I often seek out solutions from members and work to maintain an atmosphere supportive of creative thought. As a responsible leader I systematically collect and archive ideas for future use and work diligently to create environments which lend themselves to innovation such as brainstorming sessions, supervisor retreat with breakout sessions and activities, and equipping the kitchen for the minds (DuBrin, 2013, p. 351-352).

In quiz 12-1 the resulting score suggests that I am an effective communicator. I believe that direct and consistent information from a leader is essential to help encourage personnel to focus on their assignments. When information is lacking or ambiguous the followers are left to ponder and they are unable to commit themselves to their responsibilities as is required for success. The leader is not only responsible for keeping personnel informed they should do so in a tone to inspire, build confidence, and reassure. I believe whenever possible that good announcements should be done publically either in person or via email. News which is not positive should be done face to face, this effort will help to maintain the leader’s credibility and it gives each intended recipient an opportunity to ask necessary questions and receive a full response. When communicating by memo I always take the time to show significance and concern for the issue by communicating effectively with front loaded messages which are clear of intent and when possible I include any and all supporting data and / or records.

Whenever information flow is slow or non-existent the personnel grapevine will be the preferred source for intelligence which is never accurate and usually destructive in some capacity.

In quiz 12-2 it reflected that I do work effectively now in a cross-cultural environment. I grew up in a multi-cultural landscape having grown up on military installations. As a young man living abroad I develop an understanding for and appreciation of a variety of different cultures. I learned during those years, living among and working directly with people of different cultures, the value in respecting and understanding different the values and characteristics.

Those early lessons helped me significantly again years later when I became a law enforcement officer. Again those early lessons helped me on the job to overcome certain barriers, both internal and external, which enabled me to effectively complete assignments. The lessons proved invaluable not only with my own professional development but also that of my peers. Due to my experience I have often been able to communicate a need for my peers and subordinates to acknowledge that their personal blind spots of cultural indifference where due in part to a number of presumptions toward the different cultures and help them to understand that the problem was not with the different cultures as much as it was with ourselves. With this experience I have over the years been able to help those within my professional circles to appreciate the significance of communication, respect, and empathy for those of different cultures. I have also found that honesty with people from different cultures is very much appreciated. If you don’t understand then say so and ask respectful questions. As our nation grows more diverse and our world more accessible one must adopt an attitude of appreciation for different cultures if they want to achieve anything.

In quiz 12-3 suggests that I tend to use a competitive approach in conflict resolution rather than appeasement or collaborative styles. This is an interesting finding because while I do strive to please all stakeholders at the end of the day in decision making there is often winners and losers and I suspect that influence is where the competitive complex comes into play.

While I honestly like to hear from everyone involved in the process of addressing situations or concerns it does however always come down to four simple questions; is it in the best interests of our victim, is justice being afforded, and do our actions put our agency in a positive light and do they insulate us from civil liability. In this light there may be several suggestions from my deputies to each scenario however often there is one or perhaps two ideas combined that best address the aforementioned questions. The critical part for me is to show respect or appreciation for all suggestions should I want the participative process of problem solving to continue. In the end it is always best but not necessary for the losers to understand and appreciate the rightness of the opposing suggestions or approaches from their peers.

Leadership Skill Building Exercise 11.4

Record a creative or innovative idea you have had lately in relation to organizational activity. After recording the idea, ask yourself what prompted you to develop it.

Recently, I had the notion to streamline the manner in which my law enforcement deputies volunteer and register to work a variety of overtime assignments. These assignments are regularly requested due in part to community demands for law enforcement services to assist with a variety of civic activities. At any given time I have 3-5 lists posted downstairs in the deputies’ bay and as the shifts learn of them they sign up on a first come, first serve basis.

I have over time received numerous complaints concerning the timing of the postings. When shifts are off during the initial posting, the lists fill often before that shift has a chance to consider them. Each deputy within my division has (take-home) laptop computers so to address this issue I initiated a virtual sign-up board for all overtime assignments. The reception was warm and appreciated by most because this meant everyone had the same opportunity at gaining overtime assignments. To sign up for overtime it now only requires the off shifts to regularly check their interdepartmental emails to be aware of the recent postings. A residual benefit is that it helps to create a more informed environment within the division because the deputies will inadvertently see additional work emails that are posted when they are off making them more aware internally.

It is awfully hard to please fifty different personalities; but this time: I got one right!

Leadership Skill Building Exercise 12.4

List an opportunity you had to communicate as a leader. Did you have an opportunity to persuade an individual or group? Did you have an opportunity to be supportive of another person? Did you have an opportunity to make a presentation on the job or in the class? During the communication opportunities, how well did you come across as a leader?

Recently I had an opportunity to express the position of my office regarding the issue of handling defiant students within the school system with law enforcement involvement. My intent was to lessen the degree of adversity between the relevant parties and to insulate all stakeholders from civil liability by following an established protocol of engagement and documentation with the students. The issue of defiant student confrontations has been witnessed widely via social and television media typically revealing a teen student who is defiant to school staff and law enforcement that unfortunately often results in some level of physical interaction.

The necessity for a student to be physically compelled to follow simple instructions, such as go to the office, has provided both school and law enforcement with a unique and dynamic challenge that sometimes gets out of control very quickly. To shield all involved parties to include the student our agency established a written protocol to help us resist physical force and to provide an understanding of each other’s responsibilities. The protocols included clearing students from the area to reduce the need for the offending student to show off. Additional components included persuasive and informative communication by both school staff and law enforcement. Further, it requires, when practical a notification of the offending students’ parents to respond to the school and help with their child, again to avoid a physical confrontation. The last detail required someone to record the event from beginning to end and would require that the student be notified of such. School staff after receiving the memorandum offered with some resistance with recording student interactions within the school setting. The principal felt she was not authorized to record an event as described citing student privacy issues. I offered to school administration the importance of accurately documenting the interaction from beginning to end to insulate all interested parties, from having to face misunderstandings or failed recollections, which could bring further harm (civil liability) to the school, our agency, and the county. Further, I cited case law illustrating the differences in valid and invalid privacy claims. In this case a child or any other entity present at a public school is presumed to be in public and therefore has a reduced expectation to privacy.

My position was that if they rejected the protective actions within the memorandum that they should expect our immediate withdraw from future similar incidents wherein there was no in-progress or violent criminal act occurring. As such, I never had to make this declaration to the school principal due to my ability to persuade the principal and her staff that the action was reasonable, responsible, and most of all in the best interests of each entity.

Module Seven Weekly Self-Assessments

Leadership Self-Assessment Quiz Reflections

Quiz 13-1 suggests that I am already a strategic thinker which should help in my providing leadership to others. This again I find an accurate representation with my approach to leading and acting. In both my professional and personal lives I try to be measured in every decision when examining the best approach to anything. Currently in my agency after many years of following a pattern of legacy management I am attempting to create a different culture. Times in law enforcement are changing and thus our perspective needs to reflect those changes which do not jeopardize the interests of the various stakeholders. In rethinking and reshaping our vision we can accommodate needed modifications. Bringing new and old employees into the decision making process places ownership and value for the affected personnel. In strategically redesigning our vision and purpose we can redefine ourselves and create new enthusiasm which typically is lost on veteran cops. It is the hope in the end that each of us offer a better and safer service for our clients the citizens.

The results from quiz 13-2 offer that I am generous with knowledge sharing and would fit well into an organization that practices knowledge management (KM). KM is the attention provided by a leader to insure that there are adequate mechanisms in place to create, exchange, record, and disseminate information.

I encourage my lieutenants and sergeants to remain studious in their approach to leadership as knowledge is power and influence. A recurring theme in my leadership approach, which has previously been offered herein, is one that suggest that a responsible leader is filling up the escalator to ensure there are others ready for leading and providing adequate service. In this light it is essential to practice empowerment and knowledge sharing. If you employ and support learning then your agency will be more efficient in their crafts.

In quiz 14-1 the results suggested that I scored low in terms of in-group individualism. This would seem accurate and I do tend to place much less emphasis on the individual staying keenly on the best options for the team and organization. I can appreciate the value in modeling, mentoring, and supporting individual success but I feel the needs of the organization and the clients must come first. In my humble opinion in society today I feel there is too much focus on the individual’s satisfaction or happiness. We as a society should be more concerned for others than we are for ourselves that is the essential spirit of the servant leader. Dr. Martin Luther King offered that “an individual has not started living until he can rise above the narrow confines of his individualistic concerns to the broader concerns of all humanity” (Preston, 2014).

In quiz 14-2 indicated that my tolerance for working with people different from myself is within the high range which suggests that I am tolerant and flexible in terms of working with a broad spectrum of people. As previously stated within quiz 13-2 I have a deep rooted history working and living amongst cultures and people different from myself. I honestly believe we all have much to learn and appreciate from people different than us.

There are generally three approaches in today’s society in terms of cultural differences tolerance, acceptance, and understanding (Fish, 2014). Some people tend to tolerate the noted differences found in other cultures. Dr. Fish (2014) offers that tolerance allows them to treat others decently with an expectation to receive the same in return. In fact the first amendment of our constitution is based on tolerance of multiple religions, points of views, and the right for different people to peaceably protest the government (Fish, 2014). The lack of tolerance within a society fills them with non-acceptance which results in division. Acceptance goes a step further than tolerance noting that not only is approved but it is okay to be categorically different from me or my culture (Fish, 2014). In terms of multi-cultured societies understanding is a psychological process or investment in another’s status or characteristics. When we as a society reach understanding then we can appreciate and respect those differences. A live and let live existence is a finding often associated with tolerance, acceptance, and understanding of those different from ourselves (Fish, 2014).

Leadership Skill Building Exercise 13.3

Thinking strategically can be affected by the daily tasks (thinking small) which can consume a leader’s time to capitalize on an opportunity to “think big.” Record a recent event wherein you were able to capitalize on an opportunity to think strategically.

Recently, as a result of this class, I capitalized on an opportunity to regroup and prioritize my approach in leading my division’s supervisors. Within the recent past, I held my first annual divisional supervisor’s retreat, where I very enthusiastically introduced a road map for challenging the status quo and traditional thinking for my supervisors.

For some time now due to my daily operational agenda, I have been unable to implement the motivational items and other leadership guarantees that we discussed and became committed to. This class has inspired me to make the time necessary and very recently I introduced our employee quarterly performance reviews and supervisor’s reflection - subordinate reviews with a schedule for 2016. Additionally, I was able to complete our supervisor’s creed which will be prominently displayed for the troops and citizens. The supervisor’s creed is a document of agreement by our leaders which itemizes our professional obligations to our members and citizens.

Next on the agenda implementation of our selected motivational and inspirational messages that are also to be displayed within the office to remind our personnel of our obligations and purpose. Those selections will include but are not limited to our code of ethics, Sir Robert Peel’s Nine Principles of Policing and reflections toward selfless service from William James and Dr. Martin Luther King. We are all very happy about our matriculation!

Leadership Skill Building Exercise 14.3

Describe what experiences you have had lately with working and / or relating effectively to a person quite different than you.

Recently I had an opportunity to work with another officer who happens to be naturalized citizen from South Africa. We worked in harmony developing a traffic safety plan for a civic event. We explored each other’s personal and professional backgrounds relating well to each other. The officer and I despite the obvious cultural differences shared a core belief in terms of a strong work ethic, personal accountability, and public safety.

Module Eight Weekly Self-Assessments

Leadership Self-Assessment Quiz Reflections

In quiz 15-1 I have discovered some characteristic flaws which I need to improve upon. Firstly a personality flaw that I have recognized over the years is that I am too serious much of the time. I always find my mind racing onto the next task asking myself “what’s next”? This characteristic flaw has always affected my ability to socialize and interact effectively both at work and home. My upbringing was all about “work first, play later” and when you’re raised by a United States Navy Master Chief the play time rarely came. I believe this was due in part to the command structure in which he was raised having joined the navy at seventeen years old. The only ones that get to “play” were the senior personnel. In his assessment if you’re not working on something to better yourself then you are wasting time. This mindset has stayed with me and as my wife reflects I am hard on myself and everyone around me at times. I have worked on this over the years and modified my approach with personnel and my daughters but reflecting on my behavior in this quiz I realize there is still work to do.

My action plan will start with making time to engage others without worry about the status of the task at hand. At work I will set my alarm and every two hours I will get up from my desk and stroll the halls for 20-30 minutes interacting and chatting with personnel. Another professional engagement task I have wanted to do for some time now is I will place on my calendar two-dates where I will get out of the office and work the street with my subordinates to connect with them.

At home I believe I will start with talking with my daughter when I get home in the evening about anything other than what she has not completed yet. For my wife, a pet peeve of hers is on the weekends she sleeps in and I get started with my day early after coffee and time to wake up. By the time my wife rises I am in full production mode and I start right in with you guessed, “What’s next”? I think I will start sitting with her for an hour or so before starting with the daily agenda of needs. Lastly, I think I shall start taking time for me, just kidding that is never going to happen. I am happiest when I am pleasing others and getting things done!

In quiz 15-2 the result illustrated that I possessed the right mental attitude to be a mentor. I have written previously on my strong belief for leaders to fill the escalator which I now understand is better referred to as leadership succession planning. The climate of the industry is best served when everyone in the organization operates with the responsibility to mentor peers or subordinates. Effective mentoring insures continuity of service within an organization, we call it singing from the same sheet of music. It also helps to keep morale high among employees who see the agency promoting from within which is promising for them. With this belief the employee is more likely to work at a high level while seeking his own opportunity to promote himself.

For the mentoring program to be successful in enhancing service and preparing team members for promotion is dependent upon the attitude and characteristics. A mentor should be honest and credible, willing to tell the subject what he may not like to hear. He should also put the subject at ease with taking chances and making mistakes. The mentor should set goals and offer frequent feedback positive and negative.

Mentoring programs have been in law enforcement since I started in 1991 beginning immediately with the new recruit who must successfully negotiate an extensive field training program under the direction of a field training officer. Once the recruit passes the initial training they then by policy are shadowed for an extended period before they ever handle a call for service as an independent patrolman. Our agency has expanded this mentoring process into both the new criminal investigator and supervisor processes and we are better for investing the time and energy.

Leadership Skill Building Exercise 15.2

Review what experiences you have had recently to contribute to your development as a leader.

Over this last quarter I have had opportunities to expand my knowledge as a leader. I have had the privilege of extending my knowledge base through formal education. I have continued pursuing my master’s degree, which has been quite beneficial as I am in a transitional phase with my direct subordinates as we attempt to enhance our leadership capabilities. This course has directly affected the direction and depth of my understanding which I am readily sharing with my troops. I am fortunate that my organization places a high value in leadership development. I have had the great fortune to receive formal education and training in leadership development from some very reputable organizations. My first formal process happened in 2005 when I had the distinct privilege to attend the Professional Executive Leadership program offered by the Virginia Law Enforcement Professional Standards Commission (VLEPSC). VLEPSC contracts with the University of Richmond’s School of Business who provide the education services for the police executives. The school is non-traditional in terms of police training offering a very academic approach to the issue of leadership. The program lasted a month and was a very rewarding experience. Additionally, I have attended a number of week-long leadership development courses for criminal, incident and tactical command. I have also recently learned that I’ve been accepted to the Federal Bureau of Investigation’s National Academy. This is an invitation only program which lasts for three months living at the academy and again it is the academics are sponsored by the University of Virginia. I am very much looking forward to this opportunity to share and learn from some of the best and brightest in our industry.

An additional growth opportunity for me has come to me from my Sheriff. The challenge experience is for me to develop a comprehensive plan to focus on reducing heroin overdoses and subsequent deaths directly related to the use and distribution. I am working collaboratively with the US Attorney and Commonwealth Attorney as well as my own narcotics detectives to develop a strategy to reduce the flow of heroin into our community while tracking cases and trying to identify the culpable dealers to prosecute for any related deaths.

Final Reflections

In reflection of this course of study I have recognized much about myself as a leader and have fostered an appreciation for what I can do to improve. The course and dialogues have offered me a great deal pertaining to what I can do for personal development but it has also provided me with a design map that will help me develop processes that will help me further develop my subordinates. I feel the self-assessment quizzes have exposed me to a host of differing opinions and approaches in a variety of leadership scenarios. The differing views offered in the accompanying case studies are often the ones I appreciate the most, as I feel will benefit my leadership development.

I have noted from our studies that I tend to invest the right amount of energy in performing in an ethical manner and that I am seen as an honest and credible leader amongst my subordinates, peers, and clients. Furthermore, I feel based on honest reflection from the quizzes that I am able to effectively lead and interact effectively and positively within a multi-cultured environment. Additionally, I believe I have identified my leadership style being quite situational. I have resonated that this style is aligned closely with the needs and protocols associated with the law enforcement industry. I have also noted that in most instances that I am quite confident in my abilities to strategically manage situations and personnel while maintaining a positive influential posture able to move or shift others views in differing situations. This reflection also has offered me a firm understanding regarding the significance of a leader remaining flexible and able to adapt his leadership approach conditioned upon the variables associated with a given task or the skill level for the associated personnel. This consideration has aided me in understanding the correct amount of leadership to input in a situation which is instrumental in building trust, confidence, and respect for the leader.

I have also been reaffirmed in my studies the value of being a responsible social leader. I noticed post my last promotion, to division captain, the value of volunteer work within the community after I began a program to provide Christmas for underprivileged children. My intentions were simply to be servant leader and fill a need for our community while building bridges needed for my agency and industry in those underserved and underrepresented groups in our jurisdiction. The unintended result after my thirteen year investment was an increase in my stock as a leader both within the community and my agency.

In these reflections I have indeed also noticed some weaknesses which I need to address to strengthen my leadership platform. For some time now, I have known that I am indeed task and performance oriented to a fault, placing an exaggerated amount of value in the work product exclusively. As a result I have been reminded of the significance of placing more of a priority in the development of inter-personal relationships within the workplace. A strong leader must make the time and effort to invest in relationships both within his agency as well with external peer agencies.

I am also reaffirmed, from our studies that a strong leader realizes that his greatest successes will not be seen through his personal achievements or promotions but rather what he has offered to his personnel, agency, and those they serve. As I frequently offer to my subordinates and peers, it is not about me or us, rather it is about the collaborative development of a common purpose and the achievement of an overarching goal.

It is my intention to go forward and improve my leadership profile often reflecting on the significance of each of the issues listed above and wake up each day asking what I can do to be better today than yesterday! Furthermore, I will take every opportunity to attend training and seminars which are focused with addressing and supporting my leadership possibilities. I have recently learned that I’ve been accepted to the Federal Bureau of Investigation’s National Academy and I am very much looking forward to this opportunity to share and learn from some of the best and brightest in our industry.

References

Please note this is for an example only, the below data is incorrect in places and not by APA. Plus, I would suggest that having just one or two references is not acceptable.

DuBrin, A. (2013). Leadership: Research, findings, and skills. Mason: Western . Cengage.

Fish, J. (2014, February 25). Tolerance, Accpetance, Understanding. Retrieved from Psychology Today: https://www.psychologytoday.com/blog/looking-in-the-cultural-mirror/201402/tolerance-acceptance-understanding

Preston, N. (2014, Jan 20). 12 Empowering and Uplifting Qoutes on Diversity & Inclusion. Retrieved from Psychology Today: https://www.psychologytoday.com/blog/communication-success/201401/12-empowering-and-uplifting-quotes-diversity-inclusion

Scoop, C. (2014, October 27). Ethical Screens and the Rise of the Confidentiality Screen. Retrieved from Lawyers for the Profession: http://www.lawyersfortheprofession.com/Ethical-Screens-and-the-Rise-of-the-Confidentiality-Screen

On this page you will post a brief resume.

Leadership Self-Assessment Quiz Reflections

Quiz 1-1 Overall Score: (93)

Quiz 1-2 Overall Score: (12/16)

Quiz 2-1 Overall Score: (67)

Quiz 2-2 Overall Score: (67)

Quiz 2-3 Overall Score: (13)

Quiz 3-1 Overall Score: (71)

Quiz 3-2 Overall Score: Transformational Leader

Quiz 4-1 Overall Score: (8-10)

Quiz 4-2 Overall Score: (18)

Quiz 4-3 Overall Score: (48)

Quiz 5-1 Overall Score: (57)

Quiz 5-2 Overall Score: (10-12)

Quiz 6-1 Overall Score: (25-45)

Quiz 6-2 Overall Score: (8-12)

Quiz 7-1 Overall Score: (61-100)

Quiz 7-1 Overall Score: (9-10)

Quiz 7-2 Overall Score: (12-15)

Quiz 8-1 Overall Score: (16-20)

Quiz 8-2 Overall Score: (74/120)

Quiz 9-1 Overall Score: (13/15)

Quiz 9-2 Overall Score: (44/60)

Quiz 10-1 Overall Score: (93/100)

Quiz 10-2 Overall Score: (13)

Quiz 11-1 Overall Score: (9)

Quiz 12-1 Overall Score: (9/11)

Quiz 12-2 Overall Score: (10/15)

Quiz 12-3 Overall Score: (7/10)

Quiz 13-1 Overall Score: (54/60)

Quiz 13-2 Overall Score: (40/50)

Quiz 14-1 Overall Score: Image Low In-group Individualism

Quiz 14-2 Overall Score: (41/50)

Quiz 15-1 Overall score:

Quiz 15-2 Overall Score: