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Criminal Justice 2012

Criminal Justice 2012. Chapter 10: Leadership and Command of the Critical Incident: Psychodynamic Approach. Class Name, Instructor Name. Date, Semester. 3 Basis of Legitimate Authority M. Weber, 1947. Traditional Habitual orientation based on ancient patriarchal culture Legal

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Criminal Justice 2012

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  1. Criminal Justice 2012 Chapter 10: Leadership and Command of the Critical Incident: Psychodynamic Approach Class Name,Instructor Name • Date, Semester

  2. 3 Basis of Legitimate Authority M. Weber, 1947 Traditional Habitual orientation based on ancient patriarchal culture Legal Acceptance of the rationality of rules Charismatic Resides in individuals who have personal confidence and heroism – like prophets

  3. Weber, 1947 People do not obey leaders based on tradition or statute, but rather because they believe in them. Charisma exists when followers experience a moment of distress, which sparks complete devotion to the leader.

  4. Shadow SelvesStech, 2004; Whyte, 1994 From the Jungian psychology, the notion of the shadow self is the part of the psyche that is denied because it is considered unacceptable. The empowered manager is one who has some understanding of his or her dark side and inner struggles.

  5. Birth Order Intellectual developments and a need for power are more prevalent in first-born children. An indirect relation exists between birth order and leadership. First-borns are differently parented in that they initially receive all their parents’ attention and resources. Dual experience as leaders To their younger siblings and as followers of their parents Unlike singletons Experience sibling rivalry, preparing them for the political struggle of being a leader Dethronement When new siblings are born – a crisis of deprivation – emerges the need to seek power to compensate

  6. The Big 5 – Model of Personality Hogan et. al., 1994 Surgency Agreeableness Conscientiousness Emotional stability Intellect

  7. “Typewatching” (Kroeger&Theusen, 1992) Being aware of the personality profiles of followers can allow the leader to be more effective. This approach does not condone any particular personality type as being more conducive to leadership. Proposed that the leader’s awareness of his/her type and that of the followers can better communication, productivity, time management, stress management, and conflict resolution.

  8. Six Steps to Effective LeadershipClawson, 2003 Clarifying your center Clarifying what’s possible Clarifying what others can contribute Supporting others so they can contribute Being relentless Measuring and celebrating progress

  9. STEP 1 CLARIFYING YOUR CENTER What is your life’s mission?

  10. STEP 2 CLARIFYING WHAT’S POSSIBLE What can be really achieved?

  11. STEP 3 CLARIFYING WHAT OTHERS CAN CONTRIBUTE What others can really do?

  12. STEP 4 SUPPORTING OTHERS SO THEY CAN CONTRIBUTE What resources you can really commit?

  13. STEP 5 RELENTLESSNESS What degree of confidence and commitment you/others have?

  14. STEP 6 MEASURING AND CELEBRATING PROGRESS How do you praise and what kind of positive feedback you provide?

  15. Effective Leadership Behaving as and becoming an effective leader is a by-product of an intense commitment to a purpose.

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