This ownership of the issue will ensure that any changes that need to be implemented will not be met with resistance as well as ensuring their motivation toward the potentially changing tasks (Wagner & Gooding, 1987). A leader in this environment will need to continue to reinforce the level of achievement motivation in each employee, emphasizing department excellence and pride in job performance (Sing, 2002). Reminders about the goal of the police department to ensure the safety of the general public will take the focus off of the increased work load and put it back on the larger picture of the importance of police work to the community.

An increase in direct communication between the leader and the staff will also contribute to sustained motivation and job performance. This can take the form of an increase in regular supervision or support meetings between the manager and the individual staff. Specific techniques such as approval, praise, and recognition for excellence will continue a relationship of trust and respect...

Maintaining high expectations for oneself and direct reports in the face of increasing workloads ensures that job performance continues at appropriate levels and the understanding that job effectiveness cannot be jeopardized for any reason. The continued demonstration of loyalty to the staff will also ensure that staff remains loyal to the department and the work that is done.
References

Gagne, M. & Deci, E.L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331-363.

Hofstede, G. (1980). Motivation, leadership, and organization. Organizational Dynamics, 42-63.

Singh, N. (2002). Human relations & organisational behaviour. Human relations & organisational behavior.

Wagner, J.A. & Gooding, R.Z. (1987). Shared influence and organizational behavior: A

meta-analysis of situational variables expected to moderate participation-outcome relationships. Academy of Management Journal, 30(3), 524-542.