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Leading Change in Policing Today

This resource explores the dynamics of change in modern policing, focusing on the role of management in shaping emerging leaders. It delves into the psychological contract between management and staff, examining expectations and responsibilities. Learn about effective leadership characteristics, including vision, direction, motivation, and aligning employees. Discover practical strategies for managers and leaders to plan, organize, inspire, and achieve tasks while developing individuals and building strong teams. Explore leadership styles and the continuum of authority, empowering individuals within prescribed limits. Gain insights into motivation factors, recognition, achievement, growth, and future-oriented leadership principles.

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Leading Change in Policing Today

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  1. Leading Change in Policing Today Mike Robbins

  2. The Change Curve

  3. Psychological Contract

  4. Group or Individual Exercise • What do I expect of Management • What do I think Management expects of me • What do I expect of Staff • What do I think the Staff expect of me Staff Management

  5. Leadership Characteristics Good ? Bad ?

  6. ?

  7. Emerging Leaders • Nairobi Matatu Jam

  8. Emerging Leaders

  9. School Meals Project

  10. Managers and Leaders Managers • Plan and Budget • Organise Staff • Plan and Control Leaders • Vision and Direction • Align Employees • Inspire and Motivate Managers Who Are Also Leaders

  11. Action Centred Leadership ¨ Achieve the task Develop the individual Build the team

  12. Tannenbaum & Schmidt Continuum Use of authority by the manager Area of freedom for individuals 1. Tells Leader makes a decision & announces it 2. Sells Leader makes a decision & sells it 3. Tests Leader presents a tentative decision subject to change 4. Consults Leader presents the problem, gets suggestions & then decides 5. Delegates Leader permits the group to decide within prescribed limits 6. Joins Leader asks the group to decide

  13. THE FOUR LEADERSHIP STYLES (High) High Directive and S U P P O R T I V E B E H A V I O U R High Supportive and High Supportive Low Directive Behaviour Behaviour S3 S2 S4 S1 High Directive and Low Supportive and Low Supportive Low Directive Behaviour Behavior (High) (Low) DIRECTIVE BEHAVIOUR MODERATE HIGH LOW D3 D1 D4 D2 DEVELOPED DEVELOPING DEVELOPMENT LEVEL OF FOLLOWER(S) 18 Hersey-Blanchard

  14. Resourcing Reality

  15. 17234

  16. Challenges

  17. KSS

  18. Maslow – Hierarchy of Needs COI Manager

  19. Achievement Recognition The work itself Responsibility Advancement Growth Company Policy and Admin Supervision Relationship with Supervisor Work conditions Salary Relations with peers Personal Factors Relations subordinates Status Security HERZBERG Motivators Hygiene Factors

  20. Motivation – Herzberg Summary • Recognition - praise for work well done and contribution; being listened to. • Achievement - set challenging objectives and make link to team/corporate success. • Advancement - discuss future career options and steps necessary to achieve ambitions. • Growth - personal development opportunities; coaching • Responsibility - objectives and development planning • Work itself - assess type of work interested in and allocate, delegate or reorganise.

  21. FED – Steve Radcliffe Associates 2012 • Future • Guided by the future you want • How you want things to be • Embrace the whole rather than manage a part • Engage • Engage others to build Future together • Encourage Feedback to build future together • Deliver • Through others, think about the big requests you want to make of them

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