Contemporary Security Management Chapter Four Leadership and Management Skills

1. Contemporary Security Management Chapter Four Leadership and Management Skills Chapter 4

2. Introduction 57 • The CSO is expected to build within the security group a vision corresponding to the primary mission of the larger organization and has to persuade peer from other functions to accept the what, how, and why of security operations. Chapter 4

3. Leadership in the Management of Security 57 • A cross-functional team is a group of people with different functional expertise working toward a common goal. • It may include people from finance, marketing, operations, and human resources departments. • Typically, it includes employees from all levels of an organization. Members may also come from outside an organization (in particular, from suppliers, key customers, or consultants). Chapter 4

4. Manager v. Leader 58 • Manager are not always leaders • A manger does the things right; a leader does the right things • Gen. George S. Patton • “You young lieutenants have to realize that you platoon is like a piece of spaghetti. You can’t push it. You’ve got to get out in front and pull it.” • The person at the top often spends too much time managing and not enough time leading. Chapter 4

5. Leading in the Twenty-First Century 64 • A leader is a catalyst and facilitator • Build and Manage • The CSO is expected to build and manage a network of personal relationships that goes beyond direct reports and subordinates. • Know the Landscape • Understand the nuts and bolts of organization and where they fit into the big picture such as the industry or the regional and national economy. Chapter 4

6. Leading in the Twenty-First Century 65 • Do Not Micromanage • Subordinates lose interest in their work when the boss is continually looking over their shoulders and telling them how to do something. • Be Accessible • “the door is always open” • Give telephone number or e-mail address Chapter 4

7. Conclusion • Effective leaders get things done • They become leaders by attaining knowledge, gaining experience, and learning from mistakes • They inspire their followers to work together in pursuit of common goals. • Leaders are made and by their own efforts. Chapter 4

8. Criminal Justice Organizations: Administration and Management,Third EditionBy Stojkovic/Kalinich/Klofas Chapter Seven: Leadership Chapter 4

9. What Is Leadership? • Essentially, "leadership is an interpersonal influence directed toward the achievement of a goal or goals" (Allen, 1998, A Definition of Leadership section). • It is important to realize that just because an individual has authority within an organization, it does not mean he or she is necessarily a leader. Rather, only the managers, supervisors, etc. that learn to motivate those under them to achieve company goals without using that authority are true leaders (Allen, 1998). It must also be noted that not every leader uses the same thing to motivate employees. Chapter 4

10. Leadership Defined • Four distinct yet connected ideas about administration guide our definitions of leadership. • A process that effectively accomplished organizational goals. • Leadership skills can be learned. Chapter 4

11. Leadership Defined • Leadership is a group process. a. To accomplish organizational objectives, leaders must influence a number of people. b. The leadership process must be examined in light of strategies leaders use to get people to achieve the tasks necessary for organizational existence and survival. • Yukl (1981) suggests eleven different techniques of influence that affect the leadership process: Chapter 4

12. Techniques of Influence • Legitimate Request – A person complies with an agent’s request because the person recognizes the agent’s “right” as a leader to make such a request. • Instrumental Compliance – A person is induced to alter his or her behavior by an agent’s implicit of explicit promise to ensure some tangible outcome desired by the person. Chapter 4

13. Techniques of Influence • Coercion – A person is induced to comply by an agent’s explicit or implicit threat to ensure adverse outcomes if the person fails to do so. • Rational Persuasion – A person is convinced by an agent that the suggested behavior is the best way for the person to satisfy his or her needs or to attain his or her objectives. Chapter 4

14. Techniques of Influence • Rational Faith – An agent’s suggestion is sufficient to evoke compliance by a person without the necessity for any explanation. • Inspirational Appeal – A person is persuaded by an agent that there is a necessary link between the requested behavior and some value important enough to justify the behavior. Chapter 4

15. Techniques of Influence • Indoctrination – A person acts because of induced internalization of strong values relevant to the desired behavior. • Information Distortion – A person is unconsciously influenced by an agent’s limiting, falsifying, or interpreting information in a way conducive to compliance. Chapter 4

16. Techniques of Influence • Situational Engineering – A person’s attitudes and behavior are indirectly influenced by an agent’s manipulation of relevant aspects of the physical and social situation. • Personal Identification – A person imitates an agent’s attitudes and behavior because the person admires or worships the agent. Chapter 4

17. Techniques of Influence 11. Decision Identification – An agent allows a person to participate in and have substantial influence over the making of a decision, thereby gaining the person’s identification with the final choice. Chapter 4

18. Techniques of Influence • Techniques of leadership are not the same as styles of leadership. • A style of leadership consists of all the techniques a leader uses to achieve organizational goals. Chapter 4

19. Theories of Leadership • It is assumed that a leader is born and not made. This approach tends to emphasize inherent personality traits of the individual. • It assumes that the leader can be evaluated on the personality characteristics of the leader. • It is difficult to know whether leaders personality make up is critical to the leadership process or whether particular traits of a leader are required for a goal to be achieved. Chapter 4

20. Theories of Leadership • Because of a number of difficulties associated with this approach, it has been largely abandoned by those interested in studying the leadership process. Chapter 4

21. Styles of Leadership • There are a number of different approaches, or 'styles' to leadership and management that are based on different assumptions and theories. The style that individuals use will be based on a combination of their beliefs, values and preferences, as well as the organizational culture and norms which will encourage some styles and discourage others. Chapter 4

22. Three Basic Models of Leadership Style • Autocratic/Authoritarian • Democratic/Participative • Delegative/Laissez-Faire Chapter 4

23. AUTOCRATIC/AUTHORITARIAN • aka Authoritarian • Tells employees/students what they want done and how to do it (without getting the advice from others). • Works well if you don’t have much time to accomplish goals or if employees are well motivated. • Generally, this style is not a good way to get the best performance from a team. Chapter 4

24. AUTOCRATIC/AUTHORITARIAN • Sets goals individually • Engages primarily in one-way, downward communication • Controls discussions of followers • Sets policy and procedures unilaterally • Dominates interaction • Personally directs the completion of tasks • Provides infrequent positive feedback • Rewards obedience and punishes mistakes • Exhibits poor listening skills • Uses conflict for personal gain Chapter 4

25. DEMOCRATIC/PARTICIPATIVE • aka Participative style • The leader involves one or more employees/students in the decision making process (to determine what to do and how to do it). • Leader maintains the final decision making authority. • Allows everyone to be part of a team—everyone feels that they have participated and contributed. • Encourages participation, delegates wisely, values group discussion. • Motivates by empowering members to direct themselves and guides w/a loose reign. • Negative—everything is a matter of group discussion and decision—doesn’t really lead. Chapter 4

26. DEMOCRATIC/PARTICIPATIVE • Involves followers in setting goals • Engages in two-way, open communication • Facilitates discussion with followers • Solicits input regarding determination of policy and procedures • Focuses interaction • Provides suggestions and alternatives for the completion of tasks • Provides frequent positive feedback • Rewards good work and uses punishment only as a last resort • Exhibits effective listening skills • Mediates conflict for group gain Chapter 4

27. DELEGATIVE/LAISSEZ-FAIR aka Free Reign or laissez-faire • Leader allows employees/students to make the decisions. • Leader is still responsible for the decisions. • Employees/students analyze the situation and determine what needs to be done and how to do it. Leader sets priorities and delegates. • Leader has little control. Team has little direction or motivation. Chapter 4

28. DELEGATIVE/LAISSEZ-FAIR • Allows followers free rein to set their own goals • Engages in noncommittal, superficial communication • Avoids discussion with followers to set policy and procedures • Avoids interaction • Provides suggestions and alternatives for the completion of tasks only when asked to do so by followers • Provides infrequent feedback of any kind • Avoids offering rewards or punishments • May exhibit either poor or effective listening skills • Avoids conflict Chapter 4

29. Styles of Leadership • Charismatic Leadership • Participative Leadership • Situational Leadership • Transactional Leadership • Transformational Leadership • The Quiet Leader • Servant Leadership Chapter 4

30. Styles of LeadershipCharismatic Leadership • Assumptions • Charm and grace are all that is needed to create followers. • Self-belief is a fundamental need of leaders. • People follow others that they personally admire. • Style • The Charismatic Leader gathers followers through their personality and charm, rather than any form of external power or authority. Chapter 4

31. Styles of LeadershipCharismatic Leadership • The Charismatic Leader and the Transformational Leader can have many similarities, in that the Transformational Leader may well be charismatic. • Their main difference is in their basic focus. Whereas the Transformational Leader has a basic focus of transforming the organization and, quite possibly, their followers, the Charismatic Leader may not want to change anything. Chapter 4

32. Styles of LeadershipParticipative Leadership/Democratic • Assumptions • Involvement in decision-making improves the understanding of the issues involved by those who must carry out the decisions. • People are more committed to actions where they have involved in the relevant decision-making. • People are less competitive and more collaborative when they are working on joint goals. Chapter 4

33. Styles of LeadershipParticipative Leadership/Democratic • Assumptions • When people make decisions together, the social commitment to one another is greater and thus increases their commitment to the decision. • Several people deciding together make better decisions than one person alone. Chapter 4

34. Styles of LeadershipParticipative Leadership/Democratic • Style • A Participative Leader, rather than taking autocratic decisions, seeks to involve other people in the process, possibly including subordinates, peers, superiors and other stakeholders. • Often, however, as it is within the managers' whim to give or deny control to his or her subordinates, most participative activity is within the immediate team. The question of how much influence others are given thus may vary on the manager's preferences and beliefs, and a whole spectrum of participation is possible, as in the table below. Chapter 4

35. Styles of LeadershipParticipative Leadership/Democratic • Discussion • This approach is also known as consultation, empowerment, joint decision-making, democratic leadership, Management By Objective (MBO) and power-sharing. • Participative Leadership can be a sham when managers ask for opinions and then ignore them. This is likely to lead to cynicism and feelings of betrayal. Chapter 4

36. Styles of Leadership Transactional Leadership • Assumptions • People are motivated by reward and punishment. • Social systems work best with a clear chain of command. • When people have agreed to do a job, a part of the deal is that they cede all authority to their manager. • The prime purpose of a subordinate is to do what their manager tells them to do. Chapter 4

37. Styles of Leadership Transactional Leadership • Style • The transactional leader works through creating clear structures whereby it is clear what is required of their subordinates, and the rewards that they get for following orders. • Punishments are not always mentioned, but they are also well-understood and formal systems of discipline are usually in place. Chapter 4

38. Styles of Leadership Transactional Leadership • Style • When the Transactional Leader allocates work to a subordinate, they are considered to be fully responsible for it, whether or not they have the resources or capability to carry it out. When things go wrong, then the subordinate is considered to be personally at fault, and is punished for their failure (just as they are rewarded for succeeding Chapter 4

39. Styles of Leadership Transactional Leadership • Discussion • Transactional leadership is based in contingency, in that reward or punishment is contingent upon performance. • Despite much research that highlights its limitations, Transactional Leadership is still a popular approach with many managers. Indeed, in the Leadership vs. Management spectrum, it is very much towards the management end of the scale. Chapter 4

40. Styles of Leadership Transformational Leadership Assumptions • People will follow a person who inspires them. • A person with vision and passion can achieve great things. • The way to get things done is by injecting enthusiasm and energy. Chapter 4

41. Styles of Leadership Transformational Leadership • Style • Working for a Transformational Leader can be a wonderful and uplifting experience. They put passion and energy into everything. They care about you and want you to succeed Chapter 4

42. Styles of Leadership Transformational Leadership • Developing the vision • Transformational Leadership starts with the development of a vision, a view of the future that will excite and convert potential followers. This vision may be developed by the leader, by the senior team or may emerge from a broad series of discussions. The important factor is the leader buys into it, hook, line and sinker. Chapter 4

43. Styles of Leadership Transformational Leadership • Selling the vision • The next step, which in fact never stops, is to constantly sell the vision. The Transformational Leader thus takes every opportunity and will use whatever works to convince others to climb on board the bandwagon. • In order to create followers, the Transformational Leader has to be very careful in creating trust, and their personal integrity is a critical part of the package that they are selling. Chapter 4

44. Styles of Leadership Transformational Leadership • Finding the way forwards • In parallel with the selling activity is seeking the way forward. Some Transformational Leaders know the way, and simply want others to follow them. Others do not have a ready strategy, but will happily lead the exploration of possible routes to the promised land. Chapter 4

45. Styles of Leadership Transformational Leadership • Discussion • While the Transformational Leader seeks overtly to transform the organization, there is also a tacit promise to followers that they also will be transformed in some way, perhaps to be more like this amazing leader. In some respects, then, the followers are the product of the transformation. • Transformational Leaders are often charismatic, but are not as narcissistic as pure Charismatic Leaders, who succeed through a belief in themselves rather than a belief in others. Chapter 4

46. Styles of Leadership The Quiet Leader • Assumptions • The actions of a leader speak louder than his or her words. • People are motivated when you give them credit rather than take it yourself. • Ego and aggression are neither necessary nor constructive. Chapter 4

47. Styles of Leadership The Quiet Leader • Style • The approach of quiet leaders is the antithesis of the classic charismatic (and often transformational) leaders in that they base their success not on ego and force of character but on their thoughts and actions. • Although they are strongly task-focused, they are neither bullies nor unnecessarily unkind and may persuade people through rational argument and a form of benevolent Transactional Leadership. Chapter 4

48. Styles of Leadership The Quiet Leader • Style • This type of leader combines professional will with personal humility. • The 'professional will' indicates how they are far from being timid wilting flowers and will march against any advice if they believe it is the right thing to do. • In 'personal humility' they put the well-being of others before their own personal needs, for example giving others credit after successes but taking personal responsibility for failures. Chapter 4

49. Styles of Leadership The Quiet Leader • Discussion • To some extent, the emphasis on the quiet leader is a reaction against the lauding of charismatic leaders in the press. Meanwhile, the quiet leaders were getting on with the job. • Being quiet, of course, is not the secret of the universe, and leaders still need to see the way forwards. Their job can be harder when they are faced with people of a more external character. Chapter 4

50. Styles of Leadership Servant leadership • Assumptions • The leader has responsibility for the followers. • Leaders have a responsibility towards society and those who are disadvantaged. • People who want to help others best do this by leading them. Chapter 4