My deflation of leadership Is doing what Is necessary and doing It right. That means maintaining the balance between my personal integrity, professionalism and efficiency, which I have the responsibility to role model to those around me. Another element is the process of checks and balance that I should employ to maintain accountability first for myself and then for those around me. As a leader, I am responsible for ensuring that I exercise measures for both personal Improvement as ell as aiding others around me to improve.
It is my Joy to share in an environment of communal growth. To work within my definition of leadership I must be, know and do. Being encompasses my belief system, knowing includes my competency at my job, tasks and simple familiarity with the nature of relationships. Lastly, doing means Implementing, motivating, and providing direction. I do this first for myself, which allows me to role model Independent, effective leadership skills to those around me. Then it is my job to teach others to exercise the autonomy to be, know, and do.
This set of leadership attributes moves me from a manager too leader. Key principles of leadership Include being attuned to the group dynamics present in my environment. Knowing the legal parameters, which I am required to work within. Being organized by exercising the Seven Dynamics that incorporates a significant amount of compassion, empathy, and guidance in otherwise mundane leadership tasks such as staffing and scheduling, report review, performance evaluations, policy, public presentation, progressive discipline, and medal/Public Information Officer (POI) duties.
These tasks encompass a great deal of my time as a law enforcement leader. However, I am able to use effective communication to move these “ordinary” tasks to 1 OFF another level Tanat noels Don manage stress Ana lull D a trust. Doing so, allows me to exercise essential skills such as coaching, which benefits both me and my coworkers by reducing stress and recognizing warning signs in the workplace that can be significant enough to even recognize critical issues and provide intervention for both minor issues and major issues such as law enforcement suicide.
The basic principles f leadership center around helping employees understand the mission of the department, understand how they contribute to achieving the mission, and sharing information with employees about both how the department is progressing and how the employee’s contributions support the growth for their division and the department as a whole. Sharing information contributes to the trust relationship, which is essential to my leadership. Ethics is another factor, closely related to trust that allows me to manage conflict and build relationships that lead not only myself, but also those around me, to success.
As a leader I must create a three-pronged approach to balancing trust, ethics, and communication to both develop myself and those around me while, at the same time, forwarding the goals and mission of the department. To do this, I exercise Loner’s Model requiring the application of attention, intelligence, reasonableness, responsibility and awareness are balanced in each of the decisions he made each day (1993). Additionally, I use Bard’s Rights and Responsibility lens combined with Loner’s Model to create balance in my professional decisions (2011).
As a police lieutenant, I am bound by duty and accessibility to those I serve both externally (the public) and internally (my peers, supervisors and subordinates). To perform these duties well, I focus on the “protect and serve” mantra of my department. This saying is commonly assumed to apply to the police department’s relationship to the public. However, as a leader, examining this concept’s message allows me to directly connect it to my relationship with my department and those who I work with.
Protecting and serving my organization and those around me takes a great deal more consideration and care than simply applying policy and giving direction. It requires establishing relationships, which allow me to better understand my department and its members. This is a key principle of the essential skills of leadership. This balance determines my ethical decision making for sharing information, counseling, and guiding to allow my subordinates to learn about the system and benefit from being aware of their role in that system.
This contrasts the typical scenario of employees feeling that they are separate from the system that oppresses them in the workplace. Another essential skill of leadership incorporates Mascots Hierarchy of Needs to identify the emotional and psychological level on which those around me function. When basic needs are not met, people cannot progress to higher levels in the hierarchy, which translates into higher level efficiency and productivity for the department. Assisting those around me to meet their personal needs and become better members of the organization makes my role as a leader easier.
If one views the hierarchy of needs, it is apparent that the number of things to “manage” as the hierarchy progresses is reduced. This allows focused work on personal development to occur. This connects with Loner’s Model in that people behave in a manner hat is reasonable and responsible to the extent that they were capable. It follows logically, Tanat ten more developed a person Decodes, ten netter equal t person is to make the best decisions possible. Again, this allows me, as a leader, to focus on larger needs with the benefit of having the support of the well-developed people around me.
The presence of Loner’s Model in every facet of leadership is verified for me because it exists in even the most primitive decisions, at the lowest levels of Mascots Hierarchy. Developing myself as an effective coach requires that I exercise effective immunization skills that include both active listening and excellent written skills. I can use my skills to deliver valuable performance evaluations that allow my subordinates to focus on areas to grow. This benefits themselves and the organization and makes them a more valuable member of the department.
The policy and procedure side of leading coupled with the legal implications of personnel law is another important element of my leadership definition. If I violate policy and procedure, or the law, my effectiveness and longevity as a leader within the department is threatened. They are truly facets of essential skills. My leadership style contrasts some who believe that “the best form of demonology is one spelt out in terms of principles of prima fascia duty’ (Hooker, 2012). However, Hooker’s philosophy did not align with Loner’s model (1993).
My philosophy of ethical decision-making shows concern both for human responsibility and human welfare, which requires more work and awareness (Nadir, 2011). I do not believe that obligation should be the foundation of leadership because doing so results in stagnation. If stagnation is allowed within a department, atrophy follows and if left Eng enough, death results. Instead, the energy that comes from employing the Seven Dynamics and creating Synergy within both my personal and professional life inspires me to seek responsibility and take responsibility for my actions.
I believe that this allows me to grow and role models the behavior that I wish to see in my subordinates. Being a leader requires that I take risks. Risks define my plans for future as a leaders within the department because growth does not occur without risk. It requires that I take chances and give chances … Even undeserved chances. However, risk is not exercise without caution. The balance between desire to grow, the needs of those I lead and the department needs is achieved by my exercising responsibly, personal accountability, and ethics.
If balance is not maintained, then it is likely that decision will be of a lower quality because stakeholders may be overlooked, policies my be violated, and relationships may be hurt. Sometimes, I must be conscious of evaluating situations without the influence of my personal view and values. I must remember that it is my responsibility to foster the dynamics of the group rather than award my own agenda. My future growth as a leader is dependent upon acting with an awareness of my personal biases and preferences and be alert to the ways in which these values unknowingly influence the resolution of ethical dilemmas” (Mattson, 2000, p. 3).
I know that ethical dilemmas surround nearly every decision that I make. My Utter growth as a leader entails constant work to Improve Ana malignant a balance between head and heart, taking into consideration the need to seek new awareness of the needs of my subordinates and the needs of the department. Doing o will allow me to grow personally and share my own growth with those around me. This creates a butterfly effect of enabling those around me to improve at making decisions, being responsible, and accepting consequences. These concepts allow me to work collectively with those around me, even when we may all be working at different levels.
The end result is a general rise in ethics, good decisions, and accountability. In fact, the rise in benefit is exponential because the power of the group dynamics creates healthy competition, support, and celebration that are otherwise absent when isolated attempts at self-improvement are made. Johnny’s (2006) concepts of privilege and power played a huge role in this scenario, because as a supervisor, I enjoy a higher level of privilege which includes the power to make decisions, access to information, and delegation of duties.
My future as a leader is lined with the goal to expand this privilege by empowering those around me to rise to their highest level of competency. To do that, I must continually work on myself. I have the goal of improving my communication skills by exercising the Seven Dynamics to become more efficient at knowing those around me so that I can help hem excel. This improves group dynamics and raises morale within both my division and the department as a whole.
My goal to diligently studying the department policy, legal parameters, and department expectations will allow me to function as an effective leader and deflect supervisor liability by delivering Just progressive discipline and fair performance evaluations. I can reduce stress by maintaining my ethical foundation of exercising the basic principles of leadership. By building trust I can inspire a shared vision, respectfully challenge the processes and take expansible risks, enable others to act and model the way for a successful future.
These leadership attributes allow me to continually work to meet my goals as a leader and foster leadership goals within those around me. The forward progress and personal development that results by my exercising key principles of leadership allows me to continually develop as a person and be the best leader that I am able. References Bird, C. , & Niacin’s,J. M. (2011). Understanding the Ethical Lens Inventory. Denver: Ethics Game. Hooker, B. (2012). Developing Demonology: New Essays in Ethical Theory. Malden: Wiley. Johnson, A. (2006).