criminal justice 2012
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Criminal Justice 2012. Chapter 10: Leadership and Command of the Critical Incident: Psychodynamic Approach. Class Name, Instructor Name. Date, Semester. 3 Basis of Legitimate Authority M. Weber, 1947. Traditional Habitual orientation based on ancient patriarchal culture Legal - PowerPoint PPT PresentationTRANSCRIPT
Criminal Justice 2012
Class Name,Instructor Name
Date, Semester
Chapter 10:Leadership and
Command of the Critical Incident: Psychodynamic
Approach
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
3 Basis of Legitimate Authority M. Weber, 1947
Traditional• Habitual orientation based on ancient patriarchal culture
Legal• Acceptance of the rationality of rules
Charismatic• Resides in individuals who have personal confidence and
heroism – like prophets
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Weber, 1947
People do not obey leaders based on tradition or statute, but rather because they believe in them.
Charisma exists when followers experience a moment of distress, which sparks complete devotion to the leader.
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Shadow SelvesStech, 2004; Whyte, 1994
From the Jungian psychology, the notion of the shadow self is the part of the psyche that is denied because it is considered unacceptable.
The empowered manager is one who has some understanding of his or her dark side and inner struggles.
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Birth Order
• Intellectual developments and a need for power are more prevalent in first-born children.
• An indirect relation exists between birth order and leadership.• First-borns are differently parented in that they initially
receive all their parents’ attention and resources.Dual experience as leaders
• To their younger siblings and as followers of their parentsUnlike singletons
• Experience sibling rivalry, preparing them for the political struggle of being a leader
Dethronement • When new siblings are born – a crisis of deprivation –
emerges the need to seek power to compensate
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
The Big 5 – Model of Personality Hogan et. al., 1994
• Surgency• Agreeableness• Conscientiousness • Emotional stability• Intellect
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
“Typewatching” (Kroeger&Theusen, 1992) • Being aware of the personality profiles of followers
can allow the leader to be more effective.• This approach does not condone any particular
personality type as being more conducive to leadership.
• Proposed that the leader’s awareness of his/her type and that of the followers can better communication, productivity, time management, stress management, and conflict resolution.
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Six Steps to Effective LeadershipClawson, 2003
1. Clarifying your center2. Clarifying what’s possible3. Clarifying what others can contribute4. Supporting others so they can contribute5. Being relentless6. Measuring and celebrating progress
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
STEP 1
CLARIFYING YOUR CENTER
What is your life’s mission?
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STEP 2
CLARIFYING WHAT’S POSSIBLE
What can be really achieved?
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STEP 3
CLARIFYING WHAT OTHERS CAN CONTRIBUTE
What others can really do?
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
STEP 4
SUPPORTING OTHERS SO THEY CAN CONTRIBUTE
What resources you can really commit?
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
STEP 5
RELENTLESSNESS
What degree of confidence and commitment you/others have?
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
STEP 6
MEASURING AND CELEBRATING PROGRESS
How do you praise and what kind of positive feedback you provide?
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Effective Leadership
Behaving as and becoming an effective leader is a by-product of an intense commitment to a purpose.