Law Enforcement Supervisor Motivation and 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. 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 problems with my subordinates began — I would first try to determine whether an outside incident was causing the change in my effectiveness as a leader. Once I determined that outside factors were not responsible, I would assess whether I had recently changed anything in my own leadership style. If that was not the issue, I would compare my leadership techniques to those proven effective in law enforcement group leadership. Finally, once I identified the problem, I would select the appropriate motivational method to correct it.

As most law enforcement professionals are aware, law enforcement is a very stressful occupation. While it has traditionally been stressful, modern officers face new pressures, 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 public scrutiny, and greater civil liability (Newell). Any source of stress can lead to a decrease in job performance.

Because the performance problem is not specific to any one officer, I would not look at individual personal lives as the primary source of the issue. However, some problems can create stress across an entire unit — particularly when a substantial number of officers are stressed by the same thing, creating a more difficult work environment for their colleagues. I would examine whether there had been a recent increase in civil suits against officers, whether courts or prosecutors had become more lenient toward offenders, how the media was portraying police in news reports, whether paperwork requirements had changed, and whether officers felt adequately trained to perform their jobs (Newell).

If no external factors appeared to have changed during my tenure, I would next look at whether anything in my own life had shifted in a way that might be reflected in my leadership style. Like any other officer, I am vulnerable to stress. I would examine my personal life to see if the demands of my new position had been placing undue strain on my family — a pressure that might only become visible in my work performance after several months on the job. I would consider whether I had been involved in any violent or dangerous situations and how I processed those experiences. I would also examine my use of alcohol and other substances to ensure I was not engaging in any harmful patterns. Finally, I would honestly assess whether I felt adequately trained to carry out my supervisory responsibilities.

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 each of them.

First, I would examine whether I was being proactive — 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 taken the time to explain that purpose clearly. Third, I would determine whether I had ensured my subordinates understood priorities, both mine and those of my superiors. Fourth, I would examine my approach to conflict resolution: was I using a win-win method, or had I been adhering to older, punitive means? Fifth, I would reflect on my listening practices — did I genuinely hear what my subordinates had to say when they came to me with problems, or did I offer solutions before fully understanding their concerns? Sixth, I would consider what I had done to promote synergy and actively encourage community cooperation with my organization. Finally, I would revisit my personal wellbeing to make sure I was renewing myself before tackling my job responsibilities (Franklin Covey).