CFLM 2 - Leadership, Decision Making Management and Administration
Prepared by:
Aizel L. Elumbaring, MSCJ
Registered Criminologist
WHAT IS LEADERSHIP?
Leadership is the art of motivating a group of people to act toward achieving a
common goal (Ward, 2020)
The leader is the inspiration for and director of the action. They are the person in
the group that possesses the combination of personality and leadership skill to
make others want to follow their direction.
Ten (10) ways to define the art of leading:
Vision of a leader - Leading means having a vision and sharing it with others.
Only when you get to inspire others, it is possible to share a common goal
towards which to direct the efforts and dedication of the entire team.
Motivation - A leader know how to motivate better than anyone else; it is one of
their main functions as people manages. Through motivation, a leader channels
their co-workers energy and professional potential in order to achieve objectives.
Leading is not about talking and giving orders, is about listening and creating the
perfect environment for each one in your team.
Serving as a leader - The leader is at the service of the team, and not the other
way around. Group members must have and feel the support of their leader, the
tools needed to do their jobs properly must be available to them, they must have
recognition for their efforts and know that there is a person paying attention in
order to correct bad habits.
Empathy - One of the basic qualities of any leader seeking success is precisely
emotional intelligence, that ability –often innate- that makes leaders put
themselves in the place of others, understand their concerns and solve problems.
Creativity - Good leaders are able to create an environment that will encourage
all the members of their team to develop their skills and imagination, so that they
can contribute to the common project and vision. To lead successfully, is to
respect the creativity of others and learn from the people around you
Thoroughness - A good leader sets the bar high for their people, because they
want to reach the goals and bring the best out of their teams.
Only a demanding leader will achieve great results. In addition to this
thoroughness, the leader must know how to listen, in order to know the needs of
the people, and then provide the necessary time and resources for them to do
their job properly, and therefore meet what is demanded of them.
Managing as a leader- The leader must be at the forefront to lead and guide
their team throughout the whole process until the goal is reached. Leaders also
know when to step back and make their team take initiative. In this way, the team
gets the chance to develop, both personally and professionally
Team building
True leadership- is about working in a team to reach a common goal. People
management is one of the most difficult tasks faced by leaders. Team aware
leaders take responsibility when something is wrong, and reward the group after
a job well done.
Taking risks - The leader is one responsible for taking the risks that others are
not willing to take. They are confident enough to make a decision, and if they
make a mistake, the leader must have the courage to rectify.
Improving - True leadership seeks continuous improvement. Leaders have the
ability to turn the people in their teams into stars, people who have improved and
developed their skills through the influence of their leader.
Ten Leadership Virtues
Humility is essential to learning and becoming a better leader
Integrity is essential to building trust and encouraging others to collaborate
Collaboration enables teamwork
Justice yields decisions that are accepted as legitimate and reasonable by others
Courage helps leaders make difficult decisions and challenge the decisions or
actions of others Temperance ensures that leaders take reasonable risks
Accountability ensures that leaders own and commit to the decisions they make
and encourages the same in others
Humanity builds empathy and understanding of others
Transcendence equips the leader with a sense of optimism and purpose
Judgment allows leaders to balance and integrate these virtues in ways that
serve the needs of multiple stakeholders in and outside their organizations
Behavioral Approach to Leadership
Behavioral Approach is the basic premise base on cognition in order to produce
change in behavior. Cognitive behaviorism allows man to regulate his own
behavior and the repertoire of human behavior can be learned and modified. This
concept involves the external and internal reinforcement, which contribute to
individual behavior.
Theory X and Theory Y Behavior
Douglas McGregor conceptualized a theory that sets the assumption of the
nature of man at the workplace.
The Theory X is an assumption that described people who inherently dislike any
work and must be coerced, directed, threatened with punishment in order to
work. This nature of man is very strong that even rewards would not be enough
to overcome it.
Theory Y is the reverse of the former, where the nature of man believes to be a
working creation.
People have basic desire to achieve goals through trust and cooperation. Man’s
effort in work is a natural way of life. It may be a source of satisfaction that is
voluntarily performed by individual. People are exercising self-direction and
committed in the service of any given objectives. Avoidance of responsibility and
the dislike of work are only a consequence of experience and not inherently
within the nature of man.
Theory X leadership style is a “production-oriented-leadership” where the leader
has no faith or trust to people under them. Pilar (as cited by Morales and Saidali,
2014) assumed that it is a traditional view of direction and control.
Theory Y leadership is referred to as “people-oriented-leadership.” The leader
advocates open communication in dealing with problems and difficulties. He
creates an atmosphere of greater responsibility and confidence.
Under this assumption, there is an indication of possible human growth and
development. Inasmuch as the leader believes that people are responsible.
Cooperative and creative, it become converse with that assumption, the causes
lie in the leadership’s methods of organization and control. It points-out the
ingenuity of a leader in discovering potentials represented by its human
resources
The Traditional Styles of Leadership
The focused of leadership style in Mc Gregors theory is towards the employees,
attitude and behavior.
However, the traditional concepts of leadership focus on the leader.
A Democratic Leader - is a popular leader who discusses, consults, draw ideas
from his subordinates and work with them in a very strong teamwork. This
leadership style is usually used in compromise dealings with the workers.
Participative leader is one who no clear-cut authority over his people. The leader
acts only as an information center and exercises minimum control. However,
there is no exact approach of leadership style considered to be the best from
among three factors. A supervisor will be successful only if the three approaches
are balanced depending on a given situation. This is called the contingency
leadership. A captivating leader never sticks in one approach because situation
are not always the same.
Leadership Style
The Pragmatist Leadership
Style Pragmatists have high standards, and they expect themselves, and their
team members, to meet those standards.
Pragmatists are driven, competitive, and they value hitting their goals above all
else.
They can be bold thinkers, unafraid of taking the road less traveled (even when
others struggle or feel anxious).
They are also hard-driving and often enjoy smashing through obstacles. The
Pragmatist style is the least common of all the leadership styles
The Idealist Leadership
Style Idealists are high-energy achievers who believed in the positive potential of
everyone around them. Idealists want to learn and grow, and they want everyone
else on the team to do the same. They’re often charismatic, drawing others to
them with their intuition and idealism.
They’re open-minded and prize creativity from themselves and others.
Working for Idealists offers the chance to be creative and to express oneself.
Team members find they have an equal voice and that they learn by doing.
Working for the Idealist often provides a very democratic experience
The Steward Leadership
Style Stewards are the rocks of organizations. They’re dependable, loyal and
helpful, and they provide a stabilizing and calming force for their employees.
Stewards value rules, process and cooperation.
They believed that a chain is only as strong as its weakest link, and they move
only as fast as the whole chain will allow, taking care and time to help those who
struggle to keep up.
The Diplomat Leadership
Style Diplomats prize interpersonal harmony.
They are the social glue and affiliated force that keeps groups together.
Diplomats are kind, social, and giving, and typically build deep personal bonds
with their employees.
They’re often known for being able to resolve conflicts peacefully (and for
avoiding conflicts in the first place). Working for Diplomats is often more fun and
social than working for other leaders (especially the Pragmatists).
Diplomats put less emphasis on challenging their employees, focusing instead on
putting their people in positions that leverage their strengths in order to achieve
success. The Diplomat is the most common of all the leadership styles.
Different Leadership Styles
Transactional Leadership - The best way to understand transactional leadership
is to think of a typical transaction: I give you this, and you do this in return.
Transactional leadership or transactional management is the part of one style of
leadership that focuses on supervision, organization, or performance; it is an
integral part of the Full Range Leadership Model.
Transactional leadership is a style of leadership in which leaders promote
compliance by followers through both rewards and punishments.
This type of leadership is effective in crisis and emergency situations, as well as
for projects that need to be carried out in a specific way
Transformational Leadership
Transformational leaders seek to change the businesses or groups in which they
lead by inspiring their employees to innovate.
Transformational leadership is a theory of leadership where a leader works with
teams to identify needed change, creating a vision to guide the change through
inspiration, and executing the change in tandem with committed members of a
group.
Transformational leadership serves to enhance the motivation, morale, and job
performance.
Under transformational leaders, people have tons of autonomy, as well as plenty
of breathing room to innovate and think outside the box.
The concept of transformational leadership was initially introduced by James V.
Downton, the first to coin the term "Transformational leadership", a concept
further developed by leadership expert and presidential biographer James
MacGregor Burns.
Servant Leadership
Servant leadership is a leadership philosophy in which the main goal of the
leader is to serve.
Servant leaders operate with this standard motto: Serve first and lead second.
A Servant Leader shares power, puts the needs of the employees first and helps
people develop and perform as highly as possible.
Robert K. Greenleaf first popularized the phrase "servant leadership" in "The
Servant as Leader", an essay published in 1970
Democratic Leadership
You might also hear this leadership style referred to as “participative leadership.”
Leaders in this category run groups and projects like…well, a democracy.
Even if these leaders are technically higher on the org chart, they emphasize
working together and actively involve their teams in the decision-making process.
Democratic leaders value ideas and input from others, and encourage discussion
about those contributions.
They aren’t handing down orders from on high, and instead take a much more
collaborative approach to getting things done.
Autocratic Leadership
Autocratic leadership exists on the opposite side of the spectrum from
democratic leadership.
You can think of this as a “my way or the highway” approach.
Autocratic leaders view themselves as having absolute power and make
decisions on behalf of their subordinates.
They dictate not only what needs to be done, but also how those tasks should be
accomplished.
The authoritarian style should normally only be used on rare occasions.
Bureaucratic Leadership
Bureaucratic leadership goes “by the book,” so to speak.
With this leadership style, there’s a prescribed set of boxes to check in order to
be a true leader.
They also have a set list of responsibilities, as well as clearly-defined rules and
systems for how they’ll manage others and make decisions.
They just need to follow that roadmap that’s laid out for them.
Laissez-Faire Leadership
This is a French term that translates to “leave it be,” which pretty accurately
summarizes this hands-off leadership approach.
Laissez-faire leaders provide the necessary tools and resources. But then they
step back and let their team members make decisions, solve problems, and get
their work accomplished—without having to worry about the leader obsessively
supervising their every move.
This style can work if you're leading highly skilled, experienced employees who
are self-starters and motivated.
Charismatic Leadership
You know what it means to have a lot of charisma, and that’s exactly what these
leaders possess.
Charismatic leaders have magnetic personalities, as well as a lot of conviction to
achieve their objectives.
These leaders use eloquent communication and persuasion to unite a team
around a cause.
They’re able to clearly lay out their vision and get others excited about that same
goal.
Leadership and the Criminal Justice System (Allen and Sawhney 2018)
A primary characteristic that distinguishes police and correctional organizations
from most other public institutions is the paramilitary structure.
This structure encourages the adoption of an authoritarian approach to
leadership, premised on the old models of bureaucratic design with power
centered at the top.
A common belief is that because of training and experiences, the officers in law
enforcement and corrections would be more supportive of an autocratic and
transactional style of leadership instead of a participative leadership style.
However, like other organizations, criminal justice agencies must adapt and
change as they strive to standardize operations to improve service quality and
recognize the fluid context in which their agencies operate.
The changing environment for the criminal justice system includes the rise of
terrorism, new patterns of immigration, and increased accountability because of
Internet-promoted social media-factors to which to which the leaders must adapt
and evolve to remain effective.
Four dimensions of transformational leadership in a law enforcement
environment: (Murphy and Drodge,2004 as cited by Allen and Sawhney,
2018)
Individualized consideration is uses by transformational leaders to motivate
followers to work toward both personal and organizational goals. This individual
attention to placing the right person in the right job.
Idealized influence concerns the fostering of trust and respect in the relationship
between leader and follower.
Inspirational motivation relates to the leadership quality of uniting people around
a common tangible benefit that is more than what the subordinates expected to
accomplish.
Intellectual motivation involves engaging the minds of the subordinates, exposing
them to thought provoking issues that force them to think outside of the box to
identify creative solutions.
Management
Italian word maneggiare, which means “to handle (tools or equipment).”
Maneggiare derives from the Latin words manus which mean “hand” and agree
which is “to act.”
The simplest definition of Management is given by Mary Parker Follet (1868-
1933), an American social worker, management consultant and philosopher who
is known as the “Mother of Modern Management.”- is “the art of getting things
done through people.”
Henri Fayol (1841-1925) with whom Fayolism is derived. He defines
management as, “to manage is to forecast and to plan, to organize, to command,
to coordinate and to control.”
Fayol focuses on the leaders, managers or the chief executives of the
organization and works downward to its subordinates. He believed that
managers must learn how to analyze deviations and make necessary
adjustments to come up with a much feasible process.
Fayol is considered to be the “Father of Principles of Management.”
One of the pillars of management during the 9th century is Frederick Taylor
(1856-1915), who is known as the “Father of Scientific Management” and the
founder of “Taylorism,” he defines management as “art of knowing what to do,
when to do and see that it is done in the best and cheapest way”.
Taylorism introduced the scientific method of enhancing the productivity of labor
and eliminate wastages.
The modern definition of Management comes from Peter Ferdinand Drucker
(1909-2005)
He is a management consultant, educator and author.
According to Drucker, management is “a multi-purpose organ that manages the
business and manages managers and manages workers and work.”
Drucker introduced the concept of Knowledge Worker, capitalizing on the
knowledge- based workers as thinkers in an organization.
He also introduced decentralization and simplification, outsourcing and use of
management by objectives.
Five Management Theories for Organization
Scientific Management
Scientific management is defined as the use of scientific method to determine the
“one best way” for a job to be done. This is the use of standardization of parts,
uniformity of work structure and the assembly line.
To date, scientific management continues to be the foundation and basis for
continuous improvement in productivity and efficiency regarding quality and cost
Administrative Management Theory
Another proponent of General Administrative Theory is Max Weber (1864-1920),
a German Sociologist and considered to the “Father of Bureaucracy.”
His ideal form of an organization focused on what is known as bureaucracy
which emphasized on the division of labor, clearly defined hierarchy, career
advancement based on merit, rules and decisions based on written format and
impersonal relationships.
Behavioral Management Theory
Often called human relations movement.
The behavioral management theory focuses on the human aspect of work.
Theorists then believed that a better understanding of human behavior while at
work, improved productivity and that employees are not machines but considered
to be valuable assets in the organization.
Physiological needs
This pertains to all physical needs necessary for the maintenance of human well-
being, such as food clothing and shelter.
Safety needs
These requirements include the need for basic security, stability, and protection.
Once these needs are satisfied, they can accomplish more.
Belonging and love need
These needs follow after the physical needs have been satisfied. The need for
friendship, family, belongingness became a primary motivator.
Esteem needs
Self-esteem, confidence, achievement respect, fame and glory
Management Science Theory
According to the Principles of Management Notes, Management Science Theory
is known as the quantitative approach to management.
This uses quantitative techniques in decision making.
This approach includes application of statistics, optimization models, information
models and computer simulations. Management Science Theory contributes to
managerial decision making, particularly in planning and controlling.
Organizational Environment Theory
By the late 1960s, theorists recognized that human factor alone is not a
consideration to achieve organizational effectiveness. They understood that an
organization is a part of a larger environment outside its boundaries and is
affected by social, technical and economic factors which are in a form of a
systems perspective based on physical sciences.
Manager’s Job: Functions, Roles, and Skills Functions of a Manager
Planning – is the basic function of management.
It deals with plotting and jotting down of action plans and decisions in advance to
achieve the pre-determined goals of the organization.
The manager plans the future course of actions, systematically thinking about
ways and means to accomplish the set goal.
The nature of planning can be highlighted as follows:
Planning is goal oriented – a manager cannot do planning unless the goal
is specified
Planning is futuristic – planning means looking ahead
Planning exists in all managerial activities – it is the primary function of
managers at all levels
Planning is not a guess word – it is based on facts and information
Planning is flexible – it is dynamic in a process capable of adjustments by
the need and requirement of the situation
Organizing
– It is the process of bringing together physical, financial and human resources
and developing productive relationship amongst them for the achievement of
organizational goals.
Managers must figure out the number of manpower needed to get the tasks and
the jobs done.
Organizing involves delegation and coordination among the staffs.
Organization as a process involves the following activities:
Accomplishment of objectives Division of labor Departmentalization
Delegation of duties and responsibilities Coordination of effort
Three major elements of Delegation
1. Responsibility – the responsibility means, assigning the work to an individual.
2. Authority – a power to direct
3. Accountability – means to check whether the subordinates are performing their
responsibilities in an expected manner or not.
Thus, to get the task accomplished, the manager delegates some responsibility
along with the certain authority to his subordinate to exercise control and is held
accountable for his operations only to the immediate manager and not to the
manager’s manager.
Staffing
– is the predetermination of personnel needs and the selection, orientation,
training and continuing evaluation of the individuals who hold the required
positions identified in the organizing process.
The purpose of staffing is to put the right people on the right job. It involves
manpower planning, recruitment, training and development, performance
appraisal and promotion.
Leading
– managers must supervise, lead, motivate, coach, train, guide and direct his
subordinate to work efficiently and effectively.
Supervision – implies overseeing the work of subordinates by their superiors. It
is the act of watching and directing work and workers.
Motivation – means inspiring, stimulating or encouraging the subordinates with
zeal to work. Positive, negative, monetary, non-monetary incentives may be used
for this purpose.
Communications – is the process of passing information, experience, opinion,
etc.
