Volume 6: Advancing Police Leadership
Total Page：16
File Type：pdf, Size：1020Kb
ADVANCING POLICE LEADERSHIP: CONSIDERATIONS, LESSONS LEARNED, AND PREFERABLE FUTURES Volume 6 of the Proceedings of the Futures Working Group Edited by Joseph A. Schafer & Sandy Boyd 2 Acknowledgments The Futures Working Group and the authors that contributed to this volume wish to thank the following individuals for their significant contributions to this project: FBI Behavioral Science Unit Interns Adrienne Barr, Arielle Nielsen, BSU Visiting Scholar Hayley Daglis Cleary, and other staff of the FBI Training and Development Division who provided significant assistance with the production of this volume. Their efforts included, but were not limited to, additional editing, organization, and formatting of this volume. Their generous efforts and sincere commitment to assisting with this project made it possible in its current form. Given this volume, in large measure represents a conference proceeding, any printing or editing errors that may remain are inadvertent and individual contributors should be contacted directly for clarification if needed. Suggested Citation: Advancing Police Leadership: Considerations, Lessons Learned, and Preferable Futures. Volume 6: Proceedings of the Futures Working Group. Quantico, Virginia. 2010. Release Date: March 11, 2010 Biographical information pertaining to individual authors can be found at http://futuresworkinggroup.cos.ucf.edu. The opinions and statements expressed throughout this volume are those of the individual authors and contributors and should not be considered an endorsement or a reflection of the official position of the Federal Bureau of Investigation, the Society of Police Futures International, or any other institution or organization for any policy, 3 Table of Contents Acknowledgments…………………………………………………………………………………................................pg. 3 Word from the Chairman……………………………………………………………………………………………………..pg. 6 On Leaders & Leadership: The On‐Going Dialogue within Policing Joseph A. Schafer…………………………………………………………………………………………………………………pg. 7 Leadership in Crisis Toby M. Finnie…………………………………………………………………………………………………………………...pg. 19 The “Universality” of Leadership & Management in Policing Marshall Jones, Earl Moulton, & James K. Reynolds……………………………………………………………pg. 30 Police Leadership: Challenges of Definition and Measurement John P. Jarvis, Thomas A. Petee, & Lin Huff‐Corzine……………………………………………..…………….pg. 45 Leadership’s Role in Shaping Organizational Culture: The Key to the Future Marshall Jones…………………………………………………………………………………….................................pg. 53 Generational Change within Law Enforcement Jay Corzine, Tina Jaeckle, & Jeri Roberts…………………………………………………………....................pg. 68 Essentials of a Futures‐Oriented Public Safety Leadership Development Course Gene Stephens…………………………………………………………………………………………………………………..pg. 76 Janus Leadership Michael E. Buerger…………………………………………………………………………………………………………..…pg. 91 Knowledge Retention and Management Gerald Konkler……………………………………………………………………………………..............................pg. 101 Leadership Development Creates Chiefs of Police Alan Youngs………………………………………………………………………………………………………..…………...pg. 109 Tactical Science? Sid Heal……………………………………………………………………………………………………………….…………..pg. 117 Leadership and Opposing Force Networks Robert J. Bunker……………………………………………………………………………………………………………….pg. 122 4 Leadership in the Net‐centric Organization John Jackson, Richard Myers, & Thomas Cowper………………………………………….………………….pg. 138 The “Buffy Factor”: Vampires in Organizational Leadership Michael Buerger, Greg Weaver, & Toby Finnie…………………………………………………………………pg. 150 Paths Forward: Developing and Expanding Effective Leadership in Policing Joseph A. Schafer, John P. Jarvis, & Bernard H. Levin……..…………………………………….............pg. 158 5 A WORD FROM THE CHAIRMAN Since its inception, the Futures Working Group, an ongoing collaboration between the Society of Police Futurists International (PFI) and the Federal Bureau of Investigation, has assembled numerous bodies of work relating to the future and policing. Many of these can be found at http://futuresworkinggroup.cos.ucf.edu. The entries in the present volume were initiated at a FWG meeting held in Pittsburgh, Pennsylvania in the fall of 2007. I wish to thank Jeri Roberts and all of the attendees for making this meeting and endeavor fruitful in the short time we had to discuss and outline these contributions. In doing so, a group of police managers and futurists as well as academics and military personnel gathered to consider the challenges and opportunities of continually fostering leadership in law enforcement. Their goal: to draw upon past experiences, recent research and publications, and lessons learned to examine various dimensions and associated dynamics of leadership in policing. The resulting issues and answers to fostering future leadership efforts by law enforcement are what is contained herein. At that time, we could not imagine a timelier topic in light of the potential necessities that would become realities in the economic difficulties that the world has experienced since this meeting. To be sure, much has been written about that subject; however, little has concerned itself with the future of leadership in law enforcement organizations. As discussions of this topic progressed, it became clear that many possible futures exist with regard to this very important area. This volume is an attempt to consider some of them and, further, to articulate strategies to bring about what futurists refer to as “preferred futures.” As you read the entries contained herein, remember that the goal of futurists is to make others think. As such, some entries are quite detailed exploring various aspects of the complexities of leadership in policing. In contrast, other entries are brief observations of what we believe contributes to the discussion of the future of leadership in policing. All of these entries serve to introduce new, challenging, and at times disconcerting ideas. You may agree with some authors and disagree with others. You may even feel somewhat unnerved by what has been written. Often considerations of the future breed these emotive responses. As expressed in prior FWG volumes, “ultimately, it is our fervent desire to devise ways to motivate individuals to create their own preferred future…‐‐perhaps central to the idea of leadership‐…‐ for yourself, for your agency, and for the communities you serve.” That goal continues. We hope this volume and the efforts that went into it are helpful toward that end. John P. Jarvis, Ph.D. Senior Scientist‐Chief Criminologist Behavioral Science Unit, FBI Academy Chairman, Futures Working Group Quantico, Virginia May 2009 6 ON LEADERS AND LEADERSHIP: THE ON‐GOING DIALOGUE WITHIN POLICING Joseph A. Schafer Introduction Effective leadership is a concept both strikingly simple and stunningly complex. Bookshelves are filled with texts defining leadership and detailing the behavior of leaders, yet we struggle to identify a universal definition of either concept (Bass, 1990) and, more importantly, we continue to see too many police agencies struggling to find suitable candidates for promotion (Haberfeld, 2006) and struggling under the weight of ineffective leadership (O’ Hara, 2005; Reese, 2005). In a recent project the author surveyed one thousand police supervisors seeking their definition of “effective leadership” and their beliefs about the traits and habits of effective leaders. The responses suggest the presence of some commonalities, but also disagreement and contradiction in what constitutes leadership and what ensures leadership efficacy. While we can reach general agreement on what leadership means, detailing how to lead is far more nuanced and generates divergent points of view. This volume will not resolve the ambiguity and uncertainty regarding leadership and leaders. If some contributors achieve their objectives, readers may find their thinking challenged by new perspectives and complexities they had not previously considered. The objective of this volume is to discuss the dynamic and complex nature of leadership within the context of policing; this task is undertaken with the secondary objective of discussing leadership while focusing on the future of policing. As such, the intention of the editors and contributors is to not dwell excessively on the past and present, though consideration of both is necessary. Rather, the intention is to consider the leadership challenges policing will confront in the future and the ways in which police leaders and agencies might best prepare for and confront those challenges. This volume does not offer a universal definition of leadership or leaders, though some contributors have proffered definitions of these terms for the purposes of individual chapters. The editors would, however, submit that leadership and leaders are interrelated, but distinct 7 concepts. For the purpose of this volume leadership is accepted as the practice of influencing and mobilizing people and resources to secure a desired outcome. Leaders are those who seek to engage in that practice, though their efforts might sometimes fail. Defining the act of leadership in general is a relatively simple task; defining the “ideal” way to lead in a given situation is far more complex. Though members of a given police agency might share a common definition of leadership, they may each hold subtly (or radically) different views on how to lead and how they wish to be led. Leadership is not about formal authority; it is the process of motivating, inspiring, convincing,