skip navigation

PUBLICATIONS

Register for Latest Research

Stay Informed
Register with NCJRS to receive NCJRS's biweekly e-newsletter JUSTINFO and additional periodic emails from NCJRS and the NCJRS federal sponsors that highlight the latest research published or sponsored by the Office of Justice Programs.

NCJRS Abstract

The document referenced below is part of the NCJRS Virtual Library collection. To conduct further searches of the collection, visit the Virtual Library. See the Obtain Documents page for direction on how to access resources online, via mail, through interlibrary loans, or in a local library.

 

NCJ Number: 203002 Find in a Library
Title: How To Fail as a Leader
Journal: Law and Order  Volume:51  Issue:10  Dated:October 2003  Pages:74-76,78,80
Author(s): Bruce Sokolove; Mark Field
Date Published: October 2003
Page Count: 5
Publisher: http://www.lawandordermag.com 
Type: Instructional Material
Format: Article
Language: English
Country: United States of America
Annotation: By identifying the qualities of a bad leader, this article sets the context for describing the qualities of an effective leader.
Abstract: One quality of bad leaders is a failure to listen to those they seek to lead. The consequences are indifference, hostility, and miscommunication. Real leaders make themselves accessible and available. Leaders who fail also lack clear purpose. The impact of lack of a clear vision by the leader of an organization is poor focus, a lack of coordination, and haphazard planning. An effective leader sees more than others see (quantity); farther than others see (distance); before others see (timing); and helps others see what the leader sees. Further, a poor leader does not trust others, which results in resentment among underlings and weakened self-confidence. When people feel that their opinions are valued and their efforts appreciated, they are motivated to contribute to the goals of the organization. A bad leader has a habit of stealing credit for achievements that have resulted from the contributions of others. Those who actually spawn the ideas and do the work should receive the credit and recognition for what has been accomplished. Poor leaders also tend to focus only on problems after they have reached crisis proportions. Great leaders have the ability to spot entropy in an organization and promote constant monitoring of an organization's functioning, even when it appears to be operating effectively. In addition, bad leaders fail to prioritize an organization's goals and activities. This results in the misuse of time, energy, and resources. Success as a leader can be defined as the progressive realization of a predetermined goal. The discipline to prioritize and the ability to work toward a stated goal are essential to a leader's success. Finally, a leader who fails endures a negative environment. Lack of a positive environment results in low morale, low output, absenteeism, and a leadership vacuum. Overall, the dynamics of a good leader are identical to those for a good follower, i.e., someone who listens well, serves others, and exudes commitment.
Main Term(s): Police management
Index Term(s): Leadership; Police job task analysis; Police management training; Work attitudes
To cite this abstract, use the following link:
http://www.ncjrs.gov/App/publications/abstract.aspx?ID=203002

*A link to the full-text document is provided whenever possible. For documents not available online, a link to the publisher's website is provided. Tell us how you use the NCJRS Library and Abstracts Database - send us your feedback.