Discuss the Four Styles of Leadership Described in the Text?

Chapter 7

1. Discuss the four styles of leadership described in the text?

Participative, Directive, supportive, and achievement-orientated are the four styles in leadership that contribute to organizational success as mentioned in the text (Stojkovic, Kalinich, & Klofas, 2013, p. 203 & 204). Depending on the situation would dictate which style would be used and how that leader exercises their will on to their subordinates. The most beneficial being the one that required for the leader to delegate and the subordinate understands and implements a plan in accomplishing the task.

1. Discuss the eleven techniques of leadership influence?

The eleven leadership principles of influence are designed to give leaders a tool set to be able to properly command those under them as well as others in certain situations. Once combined these principles act as the foundation that the subordinate has created in order to effectively function within any organization. For example, Instrumental compliance; which is defined as a person is induced to alter his or her behavior by an agent’s implicit or explicit promise to ensure some tangible outcome (Stojkovic, Kalinich, & Klofas, 2013, p. 192). In a law firm, the worker will work in a specific way that will not compromise the integrity of the office which in the long run allows for the organization to maintain a high case load.

1. Explain the management grid?

Managerial gird was a popular model of supervision that was created during the 1960s with concern for two dimensions of behavior which were the concern for people and the concern for production (Stojkovic, Kalinich, & Klofas, 2013, p. 192). Basically stating that for supervisors to run a successful organization they need to take in to consideration these factors that shape the company for better or for worse. Things such as holidays and vacation time from work will contribute to the production increasing at the same time showing your concern for the people that work for you.

1. Explain the Ohio State and Michigan theories of leadership?

The Ohio State studies, which began in the late 1940s, concluded that leadership could be examined on the two dimensions of consideration and initiatingstructure. Consideration is defined as individual in leadership positions showing a concern and feelings towards their subordinates and initiating structure is the leaders influence towards specific goals being reached (Stojkovic, Kalinich, & Klofas, 2013, p. 196). Exerting these two on towards your subordinates in unison will cause for employees to want to accomplish goals and tasks given to them on a personal level vice taking alternate routes in gaining the same results. The Michigan studies, identifies the effective leader attempts to be employee-centered,a behavior that in turn engenders productive subordinates (Stojkovic, Kalinich, & Klofas, 2013, p. 198). This simply states that being constantly interactive with your employees will cause for a positive result. The difference between power and leadership would be clearly defined by that of the subordinates and would be effectively used by the leaders themselves.

1. Discuss contingency theories of leadership?

Fiedler’s contingency model and the path-goal theory, both have distinctive elements that contribute to our understanding of leadership in criminal justice organizations(Stojkovic, Kalinich, & Klofas, 2013, p. 198). Relationship, task structure and power are three dimensions of Fiedler’s contingency model which contribute to the right leadership style to the perfect situation in which it should be used in. These combined allow for a leader to maintain situational control over their subordinates and determine the most effective route to take in getting the mission accomplished.

Chapter 8

1. Differentiate the traditional and human service models of employee supervision?

The traditional model of employee supervision stresses centralized authority, clear-cut rules and regulations, well-developed policies and procedures, and discernible lines of authority operationally through a chain of command (Stojkovic, Kalinich, & Klofas, 2013, p. 229). This type of model does not give the organization room to explore other avenues of approach or does it gives it junior leaders the opportunity to think and act on their own to either learn from their mistakes or make notes for next time. I know this model would not flourish on the battlefield much less on the street of Los Angeles or New York. On the other hand, the human service model attempts to integrate employee goals into organizational goals (Stojkovic, Kalinich, & Klofas, 2013, p. 229). The purpose of this model is to understand what the employee needs in regards to the organizational needs as well. To accomplish the mission, the concept of combining the two will depend on the setting in which it is being exercised in. This is a more preferred method because it allows for the employee to have some freedoms in accomplishing tasks to constitute to the overall goal.

1. Explain how centralization, formalization, and complexity relate to organizational structure and employee supervision?

All three are the components of the traditional model of employee supervision which contemporary critics question the effectiveness and appropriateness of this model of supervision to the changing societal expectations of the criminal justice system (Stojkovic, Kalinich, & Klofas, 2013, p. 229). Law enforcement agencies harp employ these practices upon their students through training as well as within the department. The worker does not have any room to think and act on their own and it will cause for great challenges in the community policing area for example in which supervisors are responding to every officers demands under them.

1. Discuss the major elements of the traditional model of employee supervision?

Through the concepts of span of control, unity of command, delegation of authority, rulification, and specialization, supervisors are presumed to enhance their supervisory capabilities are the major elements of the traditional model of employee supervision system (Stojkovic, Kalinich, & Klofas, 2013, p. 230). Through proper application these elements contribute to the foundation that some organizations implement on towards their new comers in order to maintain some level of leadership prowess over subordinates.

1. Discuss reasons that support implementing the human service model of employee supervision in criminal justice organizations?

The decentralization of authority is one great tool that this model exercises towards a better development from employees within any organization. Giving the employee the ability to make their own decisions among their peer group and on the job will allow for great contributions towards the goal and mission. Another is sharing of power which follows from the concept of delegation (Stojkovic, Kalinich, & Klofas, 2013, p. 234). This allows for performance to be increased and adjustments to be more effectively.

1. Discuss the skills needed to effectively supervise employees in criminal justice organizations?

Traditional management, communication, human resource management and networking are the tools needed for a supervisor within an organization to effectively supervise employees within the criminal justice organization (Stojkovic, Kalinich, & Klofas, 2013, p. 238).The skills for a traditional manager stress that they have the trait that forced them to expect measurable outcomes for those under them in the completion of task towards a common goal. To be able to perform well and get missions complete.

Chapter 9

1. Explain how occupational socialization influences the criminal justice system?

Occupational socialization is the process by which a person acquires the values, attitudes, and behaviors of an ongoing occupational social system (Stojkovic, Kalinich, & Klofas, 2013, p. 250). These are influenced intentionally while going through training when beginning the primary introduction into a new organization, and the other is unintentional influence which is inherited through the actual experience in the office and on the job interactions.

1. Explain organizational culture?

An organizational culture can be described briefly as a set of assumptions, values, andbeliefs shared by members of an organization (Stojkovic, Kalinich, & Klofas, 2013, p. 250 & 251). These shared traits develop the actions, thoughts and wants of the individuals within the organization. Within criminal justice this culture contributes to the cohesion and functionality of the group. The success is then increased by all of the positive flow of information being put into it.

1. Discuss the socialization process?

A study of judges illustrates the process of socialization within the federal judiciary (Stojkovic, Kalinich, & Klofas, 2013, p. 258). It explains the path lawyers take in becoming a judge for judiciary practice. Many different schools and a certain level of experience are needed in order to properly manage a career as a judge. Individuals would need to bear the stresses of case overloads and others burdens of the title.

1. Discuss problems related to the socialization process?

Role conflict one of the problems in which take place within the socialization process. This problem has an occurrence of two or more role expectations in such a way that compliance with one makes compliance with another difficult (Stojkovic, Kalinich, & Klofas, 2013, p. 263). This problem simply identifies that goals needed to be accomplished by a figure within law enforcement but, at the same time introduced a wall that will dictate how they obtain that goal within their grasp and how they would go about securing their victory.

1. List and discuss strategies for socialization?

A direct influence on socialization occurs during recruitment and selection (Stojkovic, Kalinich, & Klofas, 2013, p. 263). Taking the military for example, when you first go through the process you are categorized as a poolee awaiting training in boot camp to become a recruit and then earning the title Marine. The same goes for law enforcement, everyone should want to advance from the current position they are in for something more suited towards them such as cadets and police officers, sergeants and captains, and so forth. Another is collective socialization strategies involve the training of new members as a group (Stojkovic, Kalinich, & Klofas, 2013, p. 276). This gives the organization power to have the newcomers feel like they are part of a brotherhood, which will cause them to do things positive for the success of the leaders over them.