Case scenario analysis and applications

Law Enforcement Group Productivity

As a senior patrol supervisor experiencing attempts at upward discipline and a decline in performance by my immediate subordinates, I would want to discover the possible causes of the insubordination, and then apply the appropriate motivational theory to remedy the problem presented. Because there has been no indication that I have changed my leadership style, and I have a proven ability to complete special assignments and spent several months in the role of senior patrol supervisor before I began to experience problems with my subordinates, I would first try to determine if an outside incident was causing the change in my perception as a leader. Once I determined that outside factors were not causing the leadership problems, I would assess whether I had recently changed anything in my leadership style. If that was not the issue, then I would compare my leadership techniques to techniques that have proven effective in law enforcement group leadership. Finally, once I identified the problem, I would select the appropriate motivational method to help correct the leadership problem.

As most law enforcement professionals are aware, law enforcement is a very stressful occupation. While law enforcement has traditionally been stressful, modern officers face new stressors, including shift work, exposure to violence and suffering, frustration with other elements of the criminal justice system, a decrease in camaraderie, fear of disease, increased scrutiny, and increased civil liability for officers. (Newell). Any source of stress can lead to a decrease in job performance. Because the problem is not specific to any officer, I would not look at personal lives or personal problems as the source of the problem. However, some problems can create stress across a unit, especially because if a substantial number of officers are stressed by something, they create a more stressful work environment for their fellow officers. I would look at whether there had been a recent increase in civil suits against officers, whether there had been recent judgments against officers in those civil suits, whether the courts or in prosecutors had recently become more lenient towards offenders, how the media was portraying the police in news reports, whether there had been any changes in paperwork requirements, and whether officers felt adequately trained to perform their jobs. (Newell).

If no external factors appeared to have changed during my tenure in the position, I would next look at whether I had changed anything in my life, which might be reflected in a change in leadership style. Like any other officer, I am vulnerable to stressors. Therefore, I would look and see if any personal or professional stressors were causing a change in my behavior. I would examine my personal life and see if my new position had been placing undue strain on my family, which might only be reflected in my work performance after several months on the job. I would examine whether I had been involved in any violent or dangerous situations, and what I did to deal with those situations. I would examine my usage of alcohol and other recreational drugs, to make sure that I was not abusing substances in any way. Finally, I would examine whether I felt as if I had been adequately trained to perform my duties as a supervisor.

If nothing had changed in my leadership style, I would look at whether I was leading in an effective manner. According to Franklin Covey, there are 7 habits for highly effective people, and those habits can be specifically tailored to law enforcement. I would examine my behavior to determine whether I was embodying those habits. First, I would examine whether I was being proactive by requiring my subordinates to accept responsibility and be personally accountable for their actions, or whether I was making excuses for their mistakes. Second, I would look at whether I had provided my subordinates with a common purpose, and whether I had taken the time to explain that purpose to my subordinates. Third, I would determine whether I had ensured that my subordinates understood priorities, both my priorities and the priorities of my superiors. Fourth, I would examine my methods of confliction resolution to determine whether I had been using a win-win method of conflict resolution or if I had been adhering to older, punitive means of conflict resolution. Fifth, I would examine my policy towards my subordinates; did I listen to them when they came to me with problems, or did I try to offer solutions without really hearing what they had to say. Sixth, I would look at what I had done to promote synergy; whether I had done anything to actively encourage community cooperation with my organization. Finally, I would look again at my personal life, to make sure that I was renewing myself before tackling my job responsibilities. (Franklin Covey).

Without knowing the specific problem, it is actually impossible for me to determine what motivational approach I would use. For example, if the problem was that officers were experiencing a downturn in morale due to the fact that a recent election had brought in a wave of lenient judges, my motivational approach might be factual, and involve an examination of the positive impact of arrests on crime rates, regardless of conviction rates. On the other hand, if I identified a lack of appropriate training as the issue, I would be more concerned with ensuring that my subordinates received adequate training than I would be with working on motivation. Therefore, it is impossible to say what motivational approach I would take.