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NCJRS Abstract

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NCJ Number: 202759 Find in a Library
Title: People-Oriented Leadership
Journal: Police Chief  Volume:70  Issue:10  Dated:October 2003  Pages:30,33,34
Author(s): Donald Grinder
Date Published: October 2003
Page Count: 3
Document: HTML
Type: Training (Handbook/Manual)
Format: Article
Language: English
Country: United States of America
Annotation: This article discusses the importance of people-oriented leadership.
Abstract: Police leaders tend to focus on the process much more that they do on the people that work within the process. By providing people-oriented leadership many of these problems can be solved. People-oriented leaders know their employees’ strengths and talents and they place people in positions that take advantage of those positive characteristics. Commanders and supervisors that understand and focus on the human element in managing are most likely the true leaders within the police department. People-oriented leaders that are technically competent in their job inspire their people. They are often the reason that people remain loyal to an organization. Unlocking the potential in each and every employee to achieve organizational goals is paramount in the mind of every great manager. A pilot project sponsored by the International Association of Chiefs of Police (IACP) and funded by the Department of Justice, introduces two key concepts on the first day of instruction: the leader problem-solving model and the model of organizations. The leader problem-solving model identifies problems or areas of opportunity that need to be addressed by an organizational leader. A leader action plan is constructed to help employees respond to the problem or opportunity. The model of organizations outlines the top-down interaction of various groups and highlights the need to communicate the mission and goals consistently throughout the organization. Although communication may be at the center of management effectiveness, managers need to be able to perform several tasks to be successful, including selecting a person for a position, setting expectations for that person, motivating the employee, and developing the employee as time progresses.
Main Term(s): Leadership; Police staff management
Index Term(s): Personality assessment; Police career development; Police management; Police personnel; Role perception; Work attitudes
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