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Book 1 Chapter 3
| Question | Answer |
|---|---|
| Senior leaders divide their attention between organizational objectives and | indirect leadership |
| Vision enables leaders to develop a system to forecast the future through | thoughtful future analysis and planning |
| The department's mission statement defines | acceptable attitudes, conduct, and performance |
| The department's value statement declares | the moral and ethical qualities to which the organization is committed |
| In strategic planning, long term objectives define | future priorities |
| In strategic planning, short term objectives define | present priorities |
| Police senior leadership is the sciences and art of | direct and indirect influence |
| The delegation of authority is ___________ at senior levels | essential |
| 1- The four basic concepts essential to implementing vision are | command, control, leadership, and management (CCLM) |
| Exclusion of line commanders from the chain of command | creates confusion |
| There are five sources of power that an individual may employ to influence others. | Reward, Coercive, Legitimate, Expert, Reherent |
| There are five sources of power that an individual may employ to influence others. The type of power which invovles police opfficers who have seniority in the patrol division is called | Expert Power |
| There are five sources of power that an individual may employ to influence others. The type of power which depends on the officers position and role and can he defined as formal power and authority is called | Legitimate Power |
| There are five sources of power that an individual may employ to influence others. The type of power which based on personal relationships and can be used to offset a lack of expert power is called | Referent Power |
| There are five sources of power that an individual may employ to influence others. The type of power which includes the ability and potential to influence officers is called | Reward Power |
| There are five sources of power that an individual may employ to influence others. The type of power which influences others through negative sanctions is called | Coercive Power |
| In the case study chief Shane Piland emphasized: | Vision |
| Power is defined as: | Influence potential |
| Legitimate Power is: | The power associated with the position held by the leader |
| Reherent Power is: | The power of being liked and admired by others because of personality |
| The power base most strongly associated with follower satisfaction tend to be: | Expert and referent |
| Coercive power is most effective at achieving compliance from: | Followers at a low level of readiness |
| Expert power is most effective at influencing: | Followers at a high readiness level |
| Senior leaders enhance ethical behaviors when they focus on what 2 things | Administration and Policy |
| Senior leaders lead primarily through | Indirect leadership |
| Senior leaders can develop and sustain a positive ethical climate by all of the following except: | Tolerating mistakes |
| Who has the main responsibility for strategic planning and forecasting the future | chief |
| Who develop operational procedures that prescribe the method to achieve dept objectives | chief, senior leaders, and middle managers |
| Who divide their attention attention btwn organizational objectives and indirect leadership. Also establish priorities based on tasks need to be accomplished | senior leaders |
| How does the senior level command officer provide motivation | by ensuring a positive command climate and fostering a sense of unity throughout org |
| The success of any org depends on | the ability to forecast the future |
| What is the thoughtful, future analysis and planning that enables leaders to develop a system to forecast the future | vision |
| Where does vision originate from | the depts environment, culture, and community |
| Where does vision evolve from | community expectations |
| Where does vision derive from | analytical skills and an intuitive sense of the future |
| How do excellent leaders adjust their vision | physical prescence in field |
| 1- How does the chief and senior leaders set the moral tone for the dept | personal example, philosophy, and mission/value statement |
| What implements direction and demonstrates the agencys purpose. Also documents the dept's values. Where the org is going | mission statement |
| What is an organizations most important asset | a clear mission statement |
| What combines with the mission statement to create an ethical climate? What declares the the moral and ethical qualities to which the org is committed? How the org will get there | value statement |
| *While ___statements provide guidance for OFF performance the ____statement define acceptable behaviors | value; mission |
| What must be developed to designate direction and to achieve objectives. What also considers short term and long term objectives | strategic plans |
| What is the best way to measure progress | formalize the process in written form |
| What acts a guide for achieving outcomes | Plans |
| The degree to which strategies are developed and executed indicates | the effective use of police executive management |
| When can progress in attaining objectives be measured | after chief converts the mission statement into specific target objectives |
| M- Four major functions of senior police leader | communicate intent and provides direction, establishes structure to focus effort, plans and organizes the activities necessary to achieve results, motivates and influences subordinates to develop and sustain org vision |
| Why was chief Pilard dept in turmoil? | OFF did not have a shared vision, mission , and values statement |
| How did Chief Pilard provide direction | clearly defined vision |
| What provides the path for excellence and goals for others to follow | vision |
| While ______ seeks to anticipate problems _____enhances the problem solving process | strategic thinking; critical thinking |
| What helps define the underlying reasons for problems | conceptual thinking |
| Understanding power allows the chief to influence | Community, City manager, and Local govt |
| The successful chief is ______ and a positive public relations rep to other agencies | mission oriented |
| What is the most important relation that the chief can cultivate | community relations |
| What is essential for positive community perceptions | open honest relations btwn police and comm, media and police |
| What are 2 advantages of the professional manager system | advanced training and education of candidate |
| Who have the advantage of greater executive control than that of managers | Mayors |
| What is earned over a period of time and develops out of long term relationships and reputation. Also uses others to achieve goals | informal power |
| Three steps to developing informal power | being visible, maintaining integrity, maintaining performance |
| What is the chiefs plan for effective management and consists of approaches that enhance police performance | strategy |
| The past is important but _____ of the future is essential | analysis |
| The chiefs span of control is normally limited to | field ops, admin services, tech services |
| The concept of ____ ___ ____ can be traced to Roman Legions | Unity of Command |
| What focuses on attention to problems | mission statement |
| 2-What provides the goals for accomplishing the mission | strategic planning |
| 2-What establishes the means for accomplishing the goals and objectives for PO | tactical planning |
| ____ power uses others tom achieve goals | informal |
| _____ is the willingness to be open and maintain one's values and principles | integrity |
| ____ is the ability to listen, to be open and honest, and to live up to one's word | performance |
| Effective leaders take advantage of every source of power available to them | true |
| Who is the most important strategy initiator | chief |
| Who develop strategies that determine the depts destination | chief, senior leaders, middle managers |
| What presents a clear pic of what direction the org plans to take in the future | organizational vision |
| What is the standard against which admin evaluate all decisions and actions | mission statement |
| What indicates the effective use of police executive management | the degree to which strategies are developed and executed |
| What is the primary means of communicating vision to members of the police organizations | commad |
| Senior leaders develops a vision for the future which addresses the following questions | Where are we going, How will we get there, How will we know when we arrived |
| What answers the question "Where are we going?" | Vision |
| While ____ describes where the org is going, the ____ articulates how it will get there | Mission statement; Value statement |
| What must be developed to designates direction and achieve obectives | strategic plans |
| What places off under the direction of only one leader | unity of command |
| What is especially important in the development of informal power | maintaining performance |
| What type of power can offset a lack of expert power | reherent |
Created by:
gblackwe