LAW ENFORCEMENT ADMINISTRATION (LEA)

LEADERSHIP, DECISION MAKING, MANAGEMENT & ADMINISTRATION

5.1 DEFINE AND IDENTIFY THE THEORIES, CHARACTERISTICS, AND PRINCIPLES OF

LEADERSHIP, LEADERSHIP AND MANAGEMENT STYLES, LEADERS AND MANAGERS
QUALITIES, LEADERSHIP AND MANAGEMENT.

REPUBLIC ACT No. 11131

“AN ACT REGULATING THE PRACTICE OF CRIMINOLOGY PROFESSION IN THE PHILIPPINES,

AND APPROPRIATING FUNDS THEREFOR, REPEALING FOR THE PURPOSE
REPUBLIC ACT NO. 6506, OTHERWISE KNOWN AS "AN ACT CREATING THE BOARD OF
EXAMINERS FOR CRIMINOLOGISTS IN THE PHILIPPINES"

Section 2. Statement of Policy. - The State recognizes the importance of criminology profession in
national security, public safety, peace and order, and in nation-building and development. Hence, it
shall develop and nurture competent, virtuous, productive and well-rounded criminologists whose
standards of professional practice and service shall be excellent, qualitative, world-class and globally
competitive through sacred, honest, effective and credible licensure examinations, coupled with
programs and activities that would promote professional growth and development.”

REPUBLIC ACT No. 11131, as cited above, points out that the learning process of Criminologists
does not end up when they graduate from college. They are to continue learning and discovering
possibilities and avenues for further growth physically, emotionally, mentally, morally and spiritually to
be able to respond to the pressing demands of our times. Hence, there is a need for an on-going
studies and formation for the Criminologist. It is a lifetime endeavor and even it has to be a way of
life.

What is LEADERSHIP?

 Leadership is the ability of an individual or a group of individuals to influence and guide

followers or other members of an organization.
 Leadership is the art of motivating a group of people to act towards achieving a common goal.
 Leadership involves showing workers how to effectively perform their responsibilities and
regularly supervising the completion of their tasks.

What does an effective leader do?

 Effective leaders inspire and motivate, and those who know how to bring out the best in
themselves and others help their organizations to thrive and grow.
 Effective leader has an easy level of honest communication with their teams and their peers,
and a thorough understanding of how they are perceived. Testing others’ perception of you can
be as simple as observing their behavior.
 Effective leader really wants to know what people think, the leader asks his or her employees.
 Effective leadership is based upon ideas, but won't happen unless those ideas can be
communicated to others in a way that engages them enough to act as the leader wants them
to act.
POLICE LEADERSHIP STYLES
1. Authoritative Police Leadership. Authoritative leadership is strictly rules-based with a
preference for order and a sometimes military-like approach.

2. Transactional Police Leadership. Transactional leadership in law enforcement is a style of

management used by those who are more oriented toward bureaucracy and maintaining the status
quo. Failure to promote these values will lead subordinates to mirror the unethical practices of their
leader, resulting in poor decisions.

3. Transformational Police Leadership. Transformational leadership is a theory of leadership

where a leader works with teams to identify needed change, creating a vision to guide the change
through inspiration, and executing the change in tandem with committed members of a group; it is an
integral part of the Full Range Leadership Model.

WHAT ARE THE LEADERSHIP QUALITIES THAT MAKE A GREAT LEADER?

Irrespective of how you define the word leadership, you can’t deny that certain individuals can greatly
impact the lives of others based on their experience and insights.
While we’re all living different timelines on the journey of life, we look to leaders for guidance and
advice.
While some leaders seem like they were naturally born that way, leadership skills can be learned. It
doesn’t matter if you haven’t led before. There are certain characteristics, traits, and skills that
ultimately build the most effective leaders.

6 TRAITS OF EFFECTIVE LEADER

1. Communication
Communication is a core leadership function and a key characteristic of a good leader. Effective
communication and effective leadership are closely intertwined. Leaders need to be skilled
communicators in countless relationships at the organizational level, in communities and groups, and
sometimes on a global scale.
And what is the #1 most important part of communication? Listening.
Communication is the #1 most important quality of being a great leader.

2. Integrity
Integrity in leaders refers to being honest, trustworthy, and reliable. Leaders with integrity act in
accordance with their words (i.e., they practice what they preach) and own up to their mistakes, as
opposed to hiding them, blaming their team, or making excuses.
C.S. Lewis said: “Integrity is doing the right thing, even when no one is watching.”
Without integrity, no real success if possible. An honest leader succeeds when they stick to their
word, live by their core values, led by example, and follow-through.
Integrity is the cornerstone of all other leadership qualities.
There are many things to look for in people with integrity, including:
 Apologizing for mistakes
 Highlighting the work of their employees and downplaying their own contributions
 Giving the benefit of the doubt when circumstances are unclear  Being appreciative of
people’s time
3. Accountability

Accountability occurs when individuals reliably deliver on their commitments, showing others they can
be trusted to do what they say they'll do. Leaders further demonstrate accountability by taking
responsibility for the outcomes of their actions and decisions and successfully transforming effort into
results.
For accountability, an effective leader needs to follow the advice of Arnold Glasow when he said, “A
good leader takes little more than his share of the blame and little less than his share of the credit.” A
strong leader is accountable for the team’s results, good or bad. They hold themselves and their
employees accountable for their actions, which creates a sense of responsibility among the team.
They give credit where credit is due, and take responsibility for blame when necessary. Being
accountable and leading by example is one of the quickest ways a leader can build trust with their
team.

4. Empathy in Leadership
To enhance engagement, many leaders are told they need to be more empathetic. Empathy is the
skill of understanding and recognizing others' feelings and perspectives.
A true leader has enough open-mindedness to understand their followers’ motivations, hopes,
dreams, and problems so that they can forge a deep personal connection with them.

5. Humility
Humility in leadership feeds overall effectiveness.
Effective leaders are willing to admit mistakes, share credit, and learn from others.
Humility is broadly defined as:
1) self-awareness,
2) appreciating others' strengths and contribution, and
3) openness to new ideas and feedback regarding one's performance.

When it comes to leadership, it can be tempting to become enamored with a new title or status.

6. Resilience
A resilient leader is a person who sees failures as temporary setbacks they can recover from quickly.
They maintain a positive attitude and a strong sense of opportunity during periods of turbulence.
When faced with ambiguity, a resilient leader finds ways to move forward and avoids getting stuck.
The true grit of a leader is not how they perform during good times, but how they roll up their sleeves
and produce when times get difficult.
Great leaders with positive attitudes lead by example and rally their team no matter the
circumstances.
It’s this inherent positivity that helps react to situations with a calm, collected manner and focus on
solutions rather than on problems.
Resilience is a leadership trait that comes with experience.

7. Vision
Leadership vision is an essential means for focusing attention on what matters most; what you want
to accomplish in your life and what kind of leader you wish to be. A useful vision has to be rooted in
your past, address the future, and deal with today's realities. It represents who you are and what you
stand for.
True leaders inspire loyalty, enthusiasm, and commitment, help remind everyone of the big picture
and challenge people to outdo themselves.
Sharing this vision and compelling others to act is a secret trait of successful leaders.

8. Influence
The ability to influence is an essential leadership skill. To influence is to have an impact on the
behaviors, attitudes, opinions and choices of others. A leader's ability to have influence with others is
based on trust; in fact, our influence expands in proportion to the amount of trust that exists in a
relationship.
Leadership and influence are not interchangeable and respect has to be earned, not given.
Here are some things that leaders can do to increase their influence:

o Clearly state what they want

o Connect with people emotionally
o Make others feel important
o Be vulnerable and charismatic
o Work toward commonly shared goals
o Ask for suggestions and input
o Build real, lasting relationships
o Act professionally on social media sites like Facebook and LinkedIn
o Have self-awareness

9. Positivity
Positive leadership involves experiencing, modeling, and purposefully enhancing positive emotions. A
positive leader is interested in his or her employees' development as well as the bottom line. High
self-awareness, optimism, and personal integrity (Avolio & Gardner, 2005)
Leaders inspire their team not based on their own goals or outcomes, but on their exhibited behavior,
life outlook, and attitude in any given situation.

10. Delegation
The delegating leadership style is a style of leadership where a group leader assigns projects or
assignments to their employees and gives them free reign to work.
The employee(s) get to make all decisions and choices, which they are then responsible for.
A difficult transition for many leaders is shifting from doing to leading.
Delegation Process
This requires leaders to shape others’ thoughts and ideas toward a common goal. They give their
team everything they need to be successful and get out of the way, not directing their path, but
setting clear expectations and explaining where the finish line is.

11. Confidence in leadership

Generally, when a leader exhibits confidence, it makes it easier to trust that leader, and people want
to work with leaders they trust. When leaders exhibit confidence, they typically: Are happy: They feel
positive about their ability to lead people and deal with daily challenges.
True leaders are the ones that don’t just talk about problems but come up with their own solutions
fearlessly.

WHAT IS THE BEST DEFINITION OF LEADERSHIP?

The best definition is leadership is the act of motivating other people toward a common goal. People
that have leadership skills showcase a strong personality and interpersonal skills to lead others in
their direction.

WHY IS LEADERSHIP AN IMPORTANT SKILL?

Leaders inspire others to follow a certain path in life. These leadership skills are important because
human nature requires that certain people need to take charge and help others. Without leaders, it’s
very difficult to manage large groups of people, set unified goals, and make progress.

WHAT SHOULD A LEADER DO?

Leaders help their team and organization make progress and act in the right way. Good leaders
should build a vision, set clear goals and directions, and map a dynamic path forward for their team
or group.

WHAT SHOULD A LEADER NOT DO?

Leaders should act a certain way and there are some negative qualities that leaders should never
exhibit.
Some of these are:
1. Fail to set clear goals for their teams.
2. Insult or degrade people.
3. Give praise too easily.
4. Act inappropriately or exhibit behavior that you wouldn’t expect from team members.
5. Not hold regular meetings with their subordinates.
6. Fail to take decisive actions.
7. Act tough or lack empathy.
8 Different Leadership Styles (and Their Pros and Cons)

THE MEANING OF LEADERSHIP IN CRIMINOLOGY

Leadership is not just about influencing others; it is vital to communication, teamwork and
collaboration. Criminal justice relies on this kind of integrated leadership to coordinate the efforts of
multiple disciplines toward shared goals. A master’s degree in criminal justice prepares students to be
effective integrated leaders.

Justice delivery in criminal law systems depends on the quality of the decisions of its members; then
fair and equitable delivery of justice should be its central goal. Criminal justice educators need to
develop their students into persons who are capable of making these decisions. When the knowledge
and skills needed to make these tough decisions are examined, they are shown to be the same skills
that make someone an effective leader and manager. Incorporating leadership education and making
‘leadership skills’ an identified outcome of undergraduate and graduate criminal justice curricula will
prepare students to be effective leaders and managers in creating and administrating a ‘just’ criminal
law system for society.

WHY IS LEADERSHIP AN IMPORTANT SKILL?

Leaders inspire others to follow a certain path in life. These leadership skills are important because
human nature requires that certain people need to take charge and help others. Without leaders, it’s
very difficult to manage large groups of people, set unified goals, and make progress.
Fundamentally, a leader is somebody who influences or guides other people through their own
actions and behaviors.

8 DIFFERENT LEADERSHIP STYLES (AND THEIR PROS AND CONS)

These styles are based on the findings of several well-known leadership researchers (such as Karl
Lewin, Bernard M. Bass, Robert K. Greenleaf, and more). However, be aware that you’ll see different
experts define these buckets differently.

1. Transactional Leadership

The best way to understand transactional leadership is to think of a typical transaction: I give you this,
and you do this in return.

That’s really the basis of this leadership style. Transactional leaders dish out instructions to their team
members and then use different rewards and penalties to either recognize or punish what they do in
response.

Think of a leader offering praise to applaud a job well done or mandating that a group member
handles a despised department-wide task because they missed a deadline. Those are examples of
rewards and punishments in a work setting.

Needless to say, this approach is highly directive, and is often referred to as a “telling” leadership
style.

Pro: Confusion and guesswork are eliminated, because tasks and expectations are clearly mapped
out by the leader.

Con: Due to the rigid environment and expectations, creativity and innovation may be stifled.

2. Transformational Leadership

Again, with this leadership style, it’s all in the name: Transformational leaders seek to change the
businesses or groups in which they lead by inspiring their employees to innovate.

These leaders are all about making improvements and finding better ways to get things done. And as
a result, they inspire and empower other people to own their work and chime in with their suggestions
or observations about how things could be streamlined or upgraded.

Under transformational leaders, people have tons of autonomy, as well as plenty of breathing room to
innovate and think outside the box.

Pro: Leaders are able to establish a high level of trust with employees and rally them around a shared
vision or end goal.
Con: In environments where existing processes are valued, this desire to change things up can ruffle
some feathers.

3. Servant Leadership

“Servant leaders operate with this standard motto: Serve first and lead second.”

Rather than thinking about how they can inspire people to follow their lead, they channel the majority
of their energy into finding ways that they can help others. They prioritize the needs of other people
above their own.

Despite the fact that they’re natural leaders, those who follow the servant leadership model don’t try
to maintain a white-knuckle grasp on their own status or power. Instead, they focus on elevating and
developing the people who follow them.

As Simon Sinek eloquently explains in his book, Leaders Eat Last: Why Some Teams Pull Together
and Others Don’t, “leaders are the ones who are willing to give up something of their own for us.
Their time, their energy, their money, maybe even the food off their plate. When it matters, leaders
choose to eat last.”

Pro: This approach boosts morale and leads to a high level of trust, which results in better employee
performance and a more positive company culture overall.

Con: It’s challenging. Constantly pushing your own needs and priorities to the backburner isn’t
something that comes as second nature for most of us.

4. Democratic Leadership

You might also hear this leadership style referred to as “participative leadership.” Leaders in this
category run groups and projects like well, a democracy.

Even if these leaders are technically higher on the org chart, they emphasize working together and
actively involve their teams in the decision-making process. Democratic leaders value ideas and input
from others, and encourage discussion about those contributions.

They aren’t handing down orders from on high, and instead take a much more collaborative approach
to getting things done.

Pro: Creativity and innovation are encouraged, which also improves job satisfaction among
employees and team members.

Con: Constantly trying to achieve consensus among a group can be inefficient and, in some cases,
costly.

5. Autocratic Leadership

Autocratic leadership exists on the opposite side of the spectrum from democratic leadership.
You can think of this as a “my way or the highway” approach.

Autocratic leaders view themselves as having absolute power and make decisions on behalf of their
subordinates. They dictate not only what needs to be done, but also how those tasks should be
accomplished.

Pro: Decisions are often made quickly and strategically, and teams are kept on track as a result.

Con: Employees can feel ignored, restricted, and—in the absolute worst of cases—even abused.

6. Bureaucratic Leadership

Bureaucratic leadership goes “by the book,” so to speak. With this leadership style, there’s a
prescribed set of boxes to check in order to be a true leader.

For example, bureaucratic leaders have hierarchical authority—meaning their power comes from a
formal position or title, rather than unique traits or characteristics that they possess.

They also have a set list of responsibilities, as well as clearly-defined rules and systems for how
they’ll manage others and make decisions. They just need to follow that road map that’s laid out for
them.

Pro: There’s plenty of stability. Since this is a systematized approach to leadership, things remain
constant even through personnel changes and other shifts that threaten to rock the boat.

Con: It’s tempting to fall into the “we’ve always done it this way” trap. This approach can be inflexible
and neglect to leave room for creativity or ideas from employees.

7. Laissez-Faire Leadership

This is a French term that translates to “leave it be,” which pretty accurately summarizes this handsoff
leadership approach. It’s the exact opposite of micromanagement.

Laissez-faire leaders provide the necessary tools and resources. But then they step back and let their
team members make decisions, solve problems, and get their work accomplished—without having to
worry about the leader obsessively supervising their every move.

Pro: This level of trust and independence is empowering for teams that are creative and
selfmotivated.

Con: Chaos and confusion can quickly ensue—especially if a team isn’t organized or self-directed.

8. Charismatic Leadership

Rather than encouraging behaviors through strict instructions, these leaders use eloquent
communication and persuasion to unite a team around a cause. They’re able to clearly lay out their
vision and get others excited about that same goal.
Pro: Charismatic leaders are very inspirational and effective at getting an entire group invested in a
shared objective.

Con: Due to their intense focus, it’s easy for these leaders to develop “tunnel vision” and lose sight of
other important issues or tasks that crop up.

WHAT ARE THE SIX MAIN LEADERSHIP THEORIES?

1. THE GREAT MAN THEORY

The great man theory of leadership states that excellent leaders are born, not developed. A popular
concept in the 19th century, this theory states that leadership is an inherent quality. This type of
leader often possesses the natural attributes of intelligence, courage, confidence, intuition and
charm, among others.

2. THE TRAIT THEORY

The trait theory of leadership states that certain natural qualities tend to create good leaders. Having
certain qualities does not necessarily mean someone has strong leadership skills, however. Some
leaders may be excellent listeners or communicators, but not every listener or communicator makes
an excellent leader.

3. THE BEHAVIORAL THEORY

The behavioral theory of leadership focuses on how a person’s environment, not natural abilities,
forms him or her into a leader. One of the key concepts of behavioral theory is conditioning.
Conditioning states that a person will be more likely to act or lead in a certain style as a result of
environmental responses to behavior.

4. THE TRANSACTIONAL THEORY OR MANAGEMENT THEORY

The transactional theory of leadership, also called "the management theory," studies leadership as a
system of rewards and penalties. It views effective leadership as results-focused and hierarchical.
Transactional leaders prioritize order and structure over creativity.

5. THE TRANSFORMATIONAL THEORY OR RELATIONSHIP THEORY

The transformational theory of leadership, also called "the relationship theory," studies effective
leadership as the result of a positive relationship between leaders and team members.
Transformational leaders motivate and inspire through their enthusiasm and passion. They are a

model for their teams, and they hold themselves to the same standard they expect of others.

6. THE SITUATIONAL THEORY

The situational theory of leadership does not relate to a certain type of leader or claim that any one
style is best. Instead, situational theory argues that the best kind of leader is one who is able to adapt
her style based on the situation. They may respond to a situation by commanding, coaching,
persuading, participating, delegating or however they think is necessary. Situational leaders are
defined by their flexibility.

WHAT ARE THE PRINCIPLES OF LEADERSHIP?

To help you be, know, and do, follow these eleven principles of leadership (U.S Army, 1983).

1. Know yourself and seek self-improvement – in order to know yourself, you have to understand
you be, know, and do attributes. This can be accomplished through self-study, formal classes,
reflection, and interacting with others.
2. Be technically proficient – as a leader, you must know your job and have a solid familiarity with
your employee’s tasks.
3. Seek responsibility and take responsibility for your actions -search for ways to guide your
organization to new heights. And when things go wrong, as they often tend to do so sooner or
later – do not blame others. Analyze the situation, take corrective actions and move on to the
next challenges.
4. Make sound and timely decisions – use good problem solving, decision making, and planning
tools.
5. Set the example – be a good role model for your employees. They must not only hear what
they are expected to do, but also see. “We must become the change we want to see” –
Mahatma Gandhi
6. Know your people and look out for their well-being. Know human nature and the importance of
sincerely caring for your workers.
7. Keep your workers informed – know how to communicate with not only them but also seniors
and other key people.
8. Develop a sense of responsibility in your workers – help to develop good character traits that
will help the, carry out their professional responsibilities.
9. Ensure that tasks are understood, supervised, and accomplished – communication is the key
to this responsibility
10.Train as a team – although many so-called leaders call their organization, department, section,
etc a team they are not really teams, they are just a group of people doing their jobs.
11.Use the fall capabilities of your organization – by developing a team spirit, you will be able to
employ your organization, department, section, etc to its fullest capabilities.

WHAT IS DECISION MAKING?

Etymological Meaning of Decision-Making

Decision comes from the Latin word “decerno” which means to decide, to determine, to settle,
to abide with, to hold on, to cling to, to adhere.

Make or “making” comes from the Latin word “facere” which means one’s way, become,
outcome, result, create, design, draw, form.

Literal meaning then - is one’s way of settling into an adherence or conviction.

DIFFERENT STYLES OF DECISION-MAKING ANALYTIC STYLE.

The analytic style has a much higher tolerance for ambiguity than do directive decisionmakers.
Analytic managers would be best characterized as careful decision-makers with the ability to
adapt to or cope with novel and unexpected situations.
1. Conceptual Style.

Individuals with conceptual styles tend to use data from multiple sources and consider many
alternatives. Their focus is on taking long-run decisions, and they are very good at finding
creative solutions to problems.

2. Directive Style.
People using a directive style have a low tolerance for ambiguity and seek rationality. They are
efficient and logical, but their efficiency concerns result in decisions made with minimal
information and with few alternatives assessed. Directive style makes decisions fast, and they
focus on the short run.

3. Behavioral Style
Lastly, behavioral style characterizes decision-makers who have a strong concern for the
people in the organization and their development. They are concerned with the well-being of
their subordinates and usually receive suggestions from others.

Although these four decision-making styles are different, most managers have the
characteristics to fall into more than one. It is probably best to think in terms of the manager’s
dominant style and his or her backup styles.

Some managers rely almost exclusively on their dominant style; however, more flexible
managers can make shifts ‘depending on the situation.

SKILLS RELATED TO DECISION MAKING:

Active Listening.
Interpersonal Skills.
Collaboration.
Communication.
Logic.
Problem Solving.
Critical Thinking.
Time Management.

5 DECISION MAKING SKILLS FOR SUCCESSFUL LEADERS:

Identify critical factors which will affect the outcome of a decision.

Evaluate options accurately and establish priorities.
Anticipate outcomes and see logical consequences.
Navigate risk and uncertainty.
Reason well in contexts requiring quantitative analysis.

WHY IS DECISION MAKING AN IMPORTANT SKILL?

Decision making is the key skill in the workplace and very important for leaders. It is a critical
skill for effective management and leadership. Some people are just not suited to leadership
roles because of their lack of ability to make decisions.

Here are some steps you can take to improve your decision-making skills in the
workplace:

 First, narrow down your options.

 Second, determine how important a decision is and how much time it deserves.
 Then, be as informed as possible.
 Next, avoid making decisions based on emotions.  Finally, consider the pros and
cons.

MANAGEMENT

a set of principles relating to the functions of planning, organizing, directing and controlling,
and the application of these principles in harnessing physical, financial, human, and
informational resources efficiently and effectively to achieve organizational goals.

WHAT IS THE BEST DEFINITION OF MANAGEMENT?

created by the American Management Association. “It is the act of getting things done through
others and having them do it willingly”.

THREE DIFFERENT TYPES OF MANAGEMENT STYLES

There are three broad categories of management styles: Autocratic, democratic and laissez-
faire.
Within these categories, there are specific subtypes of management styles, each with its own
pros and cons.

1. Autocratic Management Styles

This type of management follows a top-down approach, with one-way communication from
bosses to employees. This is the most controlling of the different management styles, with the
management making all workplace decisions and holding all of the power.

Employees are treated as drones, to be monitored closely as they perform within clearly
defined perimeters.
Employees are not encouraged to ask questions, submit ideas, or share their thoughts on
improving processes, and are in some cases actively discouraged from doing so.

The subtypes of autocratic management style are authoritative, persuasive, and paternalistic.

A. Authoritative Management Style

In this style, managers dictate exactly what they require their subordinates to do and
punish those who do not comply. Employees are expected to follow orders, not question
the authority of management, and perform their tasks the same way each time.

Managers monitor the employees closely, micromanaging their performance without

placing trust or confidence that their employees can achieve their goals without direct
and constant supervision. These types of managers believe that without this
supervision, employees will not operate successfully.

Pros: This management style allows quick decision making, and creates clearly defined
roles and expectations. With unskilled workers or large teams, setting clear and solid
expectations can allow workers to operate without uncertainty. Productivity will increase,
but only when the manager is present.

Cons: The negatives of authoritative management style include an increase in the

dissatisfaction of employees, which leads to higher turnover, resentment, a lack of
professional development and employee engagement, and the formation of an ‘us’
versus ‘them’ mentality between employees and management. Innovation is stifled and
inefficient processes will remain in place.

When to use this style: If decisions need to be made and executed quickly, for example,
in a time of organizational crisis, this management style can be used successfully. It
should otherwise be avoided.

B. Persuasive Management Style

In this style, managers use their persuasive skills to convince employees that the
unilateral decisions that the manager implements are for the good of the team,
department, or organization.

Rather than simply ordering employees to perform tasks, managers employing this style
would invite questions and would explain the decision-making process and rationale
behind policies. This can help employees feel as though they are a more trusted and
valued part of the staff and are involved in key business decisions, leading to lower
levels of resentment or tension between management and staff.

Pros: Management can establish a higher level of trust between themselves and
employees, and employees will accept top-down decisions more easily. Employees
respond more positively to reason and logic than they do the threat of punishment, and
may feel less constricted than those managed with an authoritative style.

Cons: Employees will still chafe under the restrictions they are placed under, and
become frustrated that they cannot give feedback, create solutions, or upskill in a
meaningful way.

When to use this style: This style can be used when you have more experience on the
subject than the team you are leading. In those cases, you are the expert. While it is
 helpful to explain your thought process, ultimately, you know best. It can also be helpful
when managing upwards.

C. Paternalistic Management Style

In this style, the manager acts with the best interests of their subordinates at heart.
Usually, the organization will refer to staff as ‘family’ and ask for loyalty and trust from
employees.

Management using this style will use unilateral decision making but will explain to
employees that the decision-makers are working from a place of expertise, and thus,
legitimacy. Decisions are explained to employees, but there is no room for collaboration
or questioning.

Pros: A paternalistic manager is focused on the welfare of their employees, and will
base their decisions on what is best for their staff. Upskilling and employee education
are valued, leading to happier, more skilled, more productive employees.

Cons: Employees can become too dependent on management, leading to a lack of

innovation and problem-solving. There is a high chance of this style breeding
resentment among employees who do not believe in the ‘organization as family’
concept. Employees might find this style condescending and infantilizing.

When to use this style: The use of this style is heavily culture-dependent. In Western
countries, there is less reliance on hierarchical structures, and employees will be less
accepting of the idea of a benevolent leader. Smaller companies may find success in
this type of leadership, but it should be avoided by larger organizations.

2. Democratic Management Styles

In this style, managers encourage employees to give input during the decision-making
process, but are ultimately responsible for the final decision.

Communication goes both ways, top-down and bottom-up, and team cohesiveness is
increased.

This process allows for diverse opinions, skills and ideas to inform decisions.

A. Consultative Management Style

In this style, managers ask for the opinions and thoughts of their team, consulting the
viewpoints of every member of their team.

The manager will make the final decision, but they will consider all of the information
given by team members before they do so.

This style is often used in specialized fields, where staff are experts and their input is
needed for the management to make informed decisions.
Pros: This style promotes a deeper bond between staff and management, and builds
trust within teams. Management grows with the team, as they learn from the ideas,
opinions and experience of the employees that they lead. Innovation and voicing
opinions are encouraged, leading to better problem-solving.

Cons: The process of consulting staff can be labor and time-intensive. If a manager is
not skilled in the time management aspect of this process, they can easily get bogged
down. If there is an appearance of favoritism or bosses not listening to opinions,
employees may become resentful and distrustful of the manager. Excessive reliance on
this style can lead to staff losing trust in their boss, as they will start to wonder why they
are always called on to help solve problems instead of management handling it as part
of their job.

When to use this style: This style should be used when managing teams with
specialized skills or when the manager does not have as much experience with the
subject as the team does. For example, a manager assigned to run a team of
developers who are creating a new SaaS would want to consult with their team often, to
gain the benefit of their experience.

B. Participative Management Style

In this style, managers and staff are all active members of the decision process. Staff
are given access to more information about the company and its goals, and are
encouraged to innovate solutions.

Management seeks the thoughts, ideas and opinions of staff, works together with staff
to make decisions and then the company acts on them.

Pros: Employees feel as though they are valued by their management team and the
organization as a whole, and will respond with increased motivation and productivity.
The more they understand and connect with the organization’s goals, the higher their
engagement will be. Innovation is increased.

Cons: This process can be a slow one, and there is a risk of staff with bigger
personalities steamrolling less assertive staff members, leading to conflicts and
resentment. In industries with trade secrets, letting staff have access to sensitive
information can be risky. If employees do not want to be involved in this type of decision
making, they can grow to resent managers who employ this style.

When to use this style: When implementing large changes in an organization, especially
one where employees are resistant to new concepts or strategies, encouraging
participation from staff will result in a more positive outcome and less resistance to new
policies. Organizations that want to drive innovation, such as tech companies, will find
this style useful.

C. Collaborative Management Style

In this style, management creates an open forum for ideas to be discussed extensively
before making decisions based on majority rule. Staff is empowered to take ownership
of outcomes, which can lead to increased engagement, innovation and creativity.
Pros: Staff feels trusted, valued and heard by all levels of their management team. They
are inspired to put forth their best work, find collaborative solutions to problems, and
engage completely with the process. Open communication means that workplace
conflicts are often solved before real issues arise. Turnover is decreased when
employees are engaged, and diverse voices often lead to better solutions and
outcomes.

Cons: As with other democratic management styles, this process can be

timeconsuming. Majority rule can also not always be the best choice for an
organization, and if there is a decision that is not in the best interests of the business,
management will need to step in and change it, which can breed resentment and
mistrust.

When to use this style: When a business wants to foster innovation, drive collaboration,
and engage employees, this style should be used. Any organization that wants to
increase engagement and trust, especially in the face of large changes within the
organization or industry, should consider this style.

D. Transformational Management Style

This style of management is agile and growth-focused. Managers focus their efforts on
pushing their staff to ever greater accomplishments through encouragement, pushing
them past their comfort zones regularly, and consistently motivating their teams to raise
their bar for achievements.

Managers work alongside with their employees, inspiring their team to ever greater
efforts by demonstrating their own work ethic.

Pros: Innovation is increased, and employees will more easily adapt to change,
disruptions, or challenging projects. Creative thinking is encouraged, and
problemsolving and product development will benefit from the increased flexibility of the
staff.

Cons: If not used carefully, this style will cause staff to burn out. Staff may end up
spread too thin, worn out from constantly pushing themselves, and unable to keep up
with the pace.

When to use this style: This style is best used in companies that are in fast-paced
industries, or are anticipating a period of changes within the industry, organization, or
department. This style will help teams become more agile, flexible, and innovative while
responding to the outside or inside forces.

E. Coaching Management Style

 In this style, managers see themselves as the coach and their employees as the valued
members of their team.

The manager’s job is to develop and guide their team, putting their team’s professional
development at the forefront of their priorities. Long-term development is valued above
short-term failures in this style, and the manager wants to promote learning, upskilling
and growing in the workplace.

Pros: Employees feel valued, they know that they will learn and develop within their
roles, and are more likely to be engaged. Managers build a strong bond with their
employees, who will in turn be more likely to put forth their best work for their ‘coach’.

Cons: This style can lead to toxic environments, as staff jockey for favored roles and
development tasks. Too much focus on long-term development can leave short-term
projects without proper support.
When to use this style: This style is useful when organizations want to promote and
develop talent from within. Industries with competitive job markets would benefit from
this style, as it can cost time and money to recruit the right candidates.

3. Laissez-Faire Management Styles

In this style, management takes a hands-off approach to leadership. Staff is trusted to do their
work without supervision, and they are left to control their decision making and problemsolving.

Management is present at the delegation and delivery stages of work, but otherwise steps
back and gives staff the freedom to control their workflow and outcomes. Management is only
involved during the process if the staff requests their assistance.

A. Delegative Management Style

In this style, the manager is only present to assign tasks, although they still are
responsible for tasks being completed successfully.

Once the task is assigned, then the employees are empowered to do their work as they
see fit.

After the task is complete, the manager steps back in to review the work and give
advice about how to improve future projects.

Pros: Innovation and creativity are fostered by this system, especially in organizations
with highly skilled workers. Problem solving and teamwork are strengthened, as staff
are given space to handle their own issues and will work together to solve them. Job
satisfaction may be increased in those who crave autonomy in their workplace.

Cons: Without leadership, productivity may suffer. Teams can experience a lack of
direction, focus, or uniformity. Poorly managed conflicts may flare up and breed
 resentment. Some staff may feel that the management is not contributing anything
towards the team’s success and become resentful.

When to use this style: This style is best used in organizations with more decentralized
leadership and where the team is much more skilled than the manager in the tasks. If
the manager has no real experience in producing new cloud management software, for
example, they can step back, allow their team the freedom to innovate, and offer
support if needed.

B. Visionary Management Style

In this style, managers lead through inspiring their staff. Leaders explain their goals and
the reasons behind them, convincing their team to work towards executing their vision.

Team members are motivated by their manager, then allowed the freedom to achieve
their tasks with minimal interference. Managers will check in from time to time, but they
trust that their shared vision will keep employees on track and produce good results.

Managers offer a lot of constructive feedback during and after the process to assist their
employees, and make sure to give praise liberally.

Pros: Engagement is heightened because staff believes in what they are creating and
are driven to complete tasks to the best of their ability. Employees are more satisfied;
motivation is higher and turnover will be lowered. Innovation is higher, and problem
solving can happen quickly within teams.

Cons: Not all managers can be legitimately inspiring. It depends on the job, the industry,
the product, and the person. This is not a style that can be faked, employees must
actually be inspired, or they will not perform as well.

When to use this style: This can be a great style in tech companies who are looking to
disrupt industries, nonprofits trying to innovate creative solutions to problems, or
companies who have a very strong sense of purpose. An organization that wants to
drive innovation can turn to this style to galvanize their staff into action.

WHAT ARE MANAGEMENT SKILLS?

Management skills can be defined as certain attributes or abilities that an executive should
possess in order to fulfill specific tasks in an organization. They include the capacity to perform
executive duties in an organization while avoiding crisis situations and promptly solving
problems when they occur.

Management skills can be developed through learning and practical experience as a manager.
The skills help the manager to relate with their fellow co-workers and know how to deal well
with their subordinates, which allows for the easy flow of activities in the organization.

Good management skills are vital for any organization to succeed and achieve its goals and
objectives. A manager who fosters good management skills is able to propel the company’s
mission and vision or business goals forward with fewer hurdles and objections from internal
and external sources.

Management and leadership skills are often used interchangeably as they both involve
planning, decision-making, problem-solving, communication, delegation, and time
management. Good managers are almost always good leaders as well.
In addition to leading, a critical role of a manager is to also ensure that all parts of the
organization are functioning cohesively. Without such integration, several issues can arise and
failure is bound to happen.

Management skills are crucial for various positions and at different levels of a company, from
top leadership to intermediate supervisors to first-level managers.

TYPES OF MANAGEMENT SKILLS

According to American social and organizational psychologist Robert Katz, the three basic
types of management skills include:

1. Technical Skills

involve skills that give the managers the ability and the knowledge to use a variety of
techniques to achieve their objectives. These skills not only involve operating machines and
software, production tools, and pieces of equipment but also the skills needed to boost sales,
design different types of products and services, and market the services and the products.

2. Conceptual Skills

involve the skills managers present in terms of the knowledge and ability for abstract thinking
and formulating ideas. The manager is able to see an entire concept, analyze and diagnose a
problem, and find creative solutions. This helps the manager to effectively predict hurdles their
department or the business as a whole may face.

3. Human or Interpersonal Skills

the skills that present the managers’ ability to interact, work or relate effectively with people.
These skills enable the managers to make use of human potential in the company and
motivate the employees for better results.

WHAT IS THE IMPORTANCE OF MANAGERS?

Leaders focus on roles, while managers focus on functions. Leaders pull employees to achieve
organizational goals and objectives, while Managers push employees to achieve them.
Leader’s influence, inspire and drive people, while Managers make sure the day-to-day
activities are executed effectively.

QUALITIES OF MANAGER:
 1. Caring 8. Empowering and Motivational

2. Good Coach 9. Results Oriented

3. Great Communicators 10. Technically Capable

4. Pro Employee-Development 11. Visionary

5. Emotional Resilience

6. Fairness

7. Innovative

ROLE OF MANAGER IN AN ORGANIZATION:

1. Leading a Team

2. Training Employees

3. Managing Conflicts

4. Managing their Department’s Budget

5. Conducting Performance Reviews

6. Hiring New Employees

7. Making Decisions

ADMINISTRATION

refers to the group of individuals who are in charge of creating and enforcing rules and
regulations, or those in leadership positions who complete important tasks; defined as the act
of managing duties, responsibilities, or rules.

A process of systematically arranging and coordinating. the human and material resources
available to any organization for the. main purpose of achieving stipulated goals of that
organization.

WHAT IS THE MAIN FUNCTION OF ADMINISTRATION?

The main job responsibility of an administrator is to ensure the efficient performance of all
departments in an organization. They act as a connecting link between the senior
management and the employees. They provide motivation to the work force and make them
realize the goals of the organization.

WHAT ARE THE MAJOR FUNCTIONS OF ADMINISTRATION?

Basic Functions of Administration:

The management functions listed above can be categorized by using the acronym
POSDCORB (Bonoma & Slevin, 1978, from Gulick & Urwick, 1959):

Planning - outlining philosophy, policy, objectives, and resultant things to be accomplished, and
the techniques for accomplishment

Long-Range Planning

Long-range planning is vitally important in that it focuses attention on crucial future issues
which are vitally important to the organization. It involves studying societal trends and issues,
surveying current and anticipated learners' needs, and being aware of long-term research
directions and changes in technology.

Strategic Planning

Strategic planning has been defined as that which has to do with determining the basic
objectives of an organization and allocating resources to their accomplishment. A strategy
determines the direction in which an organization needs to move to fulfill its mission. A
strategic plan acts as a road map for carrying out the strategy and achieving long-term results.

Managerial Planning

Managerial planning is the implementing of the strategic plan; it is the combining of resources
to fulfill the overall objectives and missions of the organization. Managerial planning focuses
on the activity of a specific unit and involves what needs to be done, by whom, when, and at
what cost.

Organizing - establishing structures and systems through which activities are arranged,
defined, and coordinated in terms of some specific objectives

Time Management

Managers must decide what to do, when, where, how, and by or with whom. Time
management is the process of monitoring, analyzing, and revising your plan until it works.
Effective planning is a skill that takes time to acquire. Effective time management involves
philosophy and common sense. Time is not a renewable resource - once it is gone, it is gone
forever.

Structures: Centralized versus Decentralized, Line versus Staff

Working productively and developing feelings of cooperation and effectiveness are related to
having the right people doing the right jobs. Structure, then, can be defined as a system of
interrelated jobs, groups of jobs, and authority. There is no standard organizational structure.
There are four primary elements in designing an organizational structure:

1. Job specifications - what each division/office/unit is responsible for

2. Departmentalization - the grouping of jobs and responsibilities in common sectors with the
objective of achieving coordination

3. Span of control - a definition of how many job roles should be in each unit and which roles
require coordination by a unit manager

4. Delegation of authority - assigning the right to make decisions without having to obtain
approval from a supervisor The resulting organizational structure will vary according to these
four elements. An organization with decentralized authority and very heterogeneous
departments will appear very different from one with centralized authority and a very
homogeneous product.

Chain of Command Once an organization starts delegating authority, then there is

automatically a chain of command, "the formal channel which specifies the authority,
responsibility and communication relationships from top to bottom in an organization"
(Ivancevich, Donnelly, & Gibson, 1980). Thus, authority flows from presidents to vice-
presidents to divisional managers, from ministers to deputies to directors, from principals to
vice-principals to deans, etc. In complex organizations, there may be bridges from one level to
another and there will be complex procedures for maintaining the chain of command.

Centralized organizations are those in which the key authority and decision-making role is
focused on one or a very few individuals. Where authority is distributed among many
managers, then one can see a decentralized structure. As the organization's various roles
become more diverse in terms of program, product, or geographical location, one can see a
more decentralized organizational structure with authority being delegated to those who are
closest to the action.

Line functions are those involved in creating, developing, and delivering a program.

Staff functions are those that are of an advisory and consultative order. Line functions
contribute directly to the attainment of the organization's objectives, and staff functions
contribute indirectly.

Staffing - fulfilling the personnel function, which includes selecting and training staff and
maintaining favorable work conditions

The staffing function consists of several elements:

1. Human resource planning - how many staff resources, with what backgrounds, and at what
cost can be considered for objectives implementation?

2. Recruitment - how does one proceed to find the person with the appropriate mix of
education, experience, human relations skills, communications skills, and motivation? An
important component of the recruitment process is writing the job description. The description
must be exact and specific but sufficiently general to solicit interest among potential
candidates.

Directing - making decisions, embodying decisions in instructions, and serving as the leader of
the enterprise
Coordinating - interrelating the various parts of the work

Reporting - keeping those to whom you are responsible, including both staff and public,
informed

Budgeting - making financial plans, maintaining accounting and management control of

revenue, and keeping costs in line with objectives

WHAT ARE THE BASIC PRINCIPLES OF ADMINISTRATION?

For any administration, business, government, educational institutions--to function properly, the
principles of management which include hierarchy, control, unity of command, delegation of
authority, specialization, objectives, centralization and decentralization must be adhered to
remuneration, centralization.

Generally, there are three types of administration in organization, company, school,

government and every public administration; which are discussed as under:

AUTHORITATIVE ADMINISTRATION

 style which resembles with dictatorship.

 Administrator imposes his opinion and is rigid.
 Subordinates are suppressed and frightened.
 Feeling and sentiments of other are not cared.
 Focus is on control and discipline.
 Principle is that boss is always right, no sharing consultation.
 Subordinates cannot question the opinion of administrator.
 Subordinates are bound to follow the orders.
 There is no sympathy or relaxation subordinates.
 Decision are mode and imposed by administrator.

Advantages:

 Institutions reflect order, discipline compliance of rules and regulations.

 Work is completed without delay.

 Only the opinion of the experts is implied.

 All the assignments are carried rapidly.
 It encourages working relationship.

 It is result oriented.

Disadvantages:

 It discourages free thought, article creativity.

 It damages human esteem and ego.
 It creates negative culture of flattering.
 It hinders the way to experiments innovation.  Subordinates face great loss for non-
compliance  It reduces commitment and enthusiasm.
 Staff is divided and is victimized by conspiracies.
 There is trust deficit between boss and It promotes ‘yes sir’ cultural professionalism.

DEMOCRATIC ADMINISTRATION

Advantages:

 It is opposite to authoritative style.

 There is sharing and cooperation.
 Administrator is sympathetic and shows flexibility.  Respect and importance is given
to subordinates.  Feeling and sentiments of other are cared
 There is freedom of expression and thought.
 All Members participate in decision-making.
 The responsibility of achieving the task is collective.
 All members feel responsible for achieving targets.
 Decision is collectively made and members work hard to achieve objectives.
 It paves the way for alternative leadership by Delegating powers.
 It promotes creative environment which leads progress. self-control.

Disadvantages:

 Every person gives more importance to his d ideas and ignores the opinion of experts.
 It promotes negative criticism.
 Every person does not possess sound thinking judgment.
 Members of staff incline towards opinions w serve their own interests.  There is
need to suppress’ Vice strictly.

LAISSEZ-FAIRE - LITERALLY MEANS, “LET PEOPLE DO WHAT THEY WISH.”

 Administrators do not interfere the matters.

 They show lack of interest and sense of responsibility.
 Subordinates enjoy limitless freedom.
 Subordinates do not follow the rules guidelines.
 Focus is on status quo.

 Decisions are made without the involves leadership. Staff members work according to
their will.

Advantages:

 Laissez-faire style of administration favor institutions or organizations with professional

members who are responsible, expert and experienced.  It is Useful for organization
having business partnership

Disadvantages:
  Institutions reflect chaos, disorder, anarchy and lack of discipline.
 Quality is declined
 There is decline in norms, standards and professionalism
 Members do not follow the guidelines
 It promotes pressure group which negatively influence the head of administration

Administrative processes are the office tasks that are required to keep a company humming
along. It includes human resources, marketing, and accounting. Basically, anything that entails
managing the information that supports a business is an administrative process.

Part 1: Basis of Decision-Making

1. Definition

Decision-making is the process of selecting a course of action from multiple alternatives to achieve a
desired outcome. It involves evaluating information, considering potential consequences, and
choosing the best option.

2. Steps in Decision-Making

1. Identify the Problem: Recognize and define the issue that requires a decision.

2. Gather Information: Collect relevant data and information.

3. Identify Alternatives: Develop a list of possible solutions or actions.

4. Evaluate Alternatives: Assess the pros and cons of each option.

5. Make the Decision: Choose the best alternative based on the evaluation.

6. Implement the Decision: Put the chosen solution into action.

7. Evaluate the Decision: Monitor and assess the outcomes of the decision.

Part 2: Problem-Solving vs. Decision-Making

1. Problem-Solving

 Definition: A process to identify solutions to specific issues or challenges.

 Characteristics: Involves diagnosing the problem, generating solutions, and implementing

them.

 Focus: Emphasizes finding the root cause of the issue and resolving it.

2. Decision-Making

 Definition: A broader process of choosing among alternatives.

  Characteristics: Focuses on selecting the best course of action from available options.

 Focus: Often involves making choices even when the problem is not clearly defined.

3. Differences

 Scope: Problem-solving is more about fixing issues, while decision-making involves making
choices between different paths.

 Process: Problem-solving includes a step to define and diagnose the problem, whereas
decision-making may start with alternatives already identified.

 Outcome: Problem-solving seeks to eliminate the problem, while decision-making seeks to

select the best alternative.

Part 3: Decision-Making Techniques

1. Individual Decision-Making

 Autocratic Decision-Making: Decisions are made by a single individual without input from
others.

 Pros: Quick, efficient, and clear responsibility.

 Cons: Risk of bias, lack of diverse perspectives, and potential for lower acceptance by others.

2. Group Decision-Making

 Consensus Decision-Making: Group members work together to reach a unanimous

agreement.

 Pros: Incorporates diverse viewpoints, higher acceptance, and better-quality decisions.

 Cons: Time-consuming, potential for conflict, and pressure to conform.

 Delphi Technique: Involves a series of questionnaires to gather opinions from experts.

 Pros: Reduces the influence of dominant individuals, allows anonymous input, and can be
done remotely.

 Cons: Time-consuming and requires careful coordination.

 Brainstorming: Encourages group members to generate ideas without criticism.

 Pros: Promotes creativity, diverse ideas, and team involvement.

 Cons: May produce unrealistic ideas and can be chaotic without proper facilitation.
Part 4: Decision-Making for Public Managers

1. Importance

Public managers in criminology make decisions that affect public safety, resource allocation, and
community relations. Their decisions must be transparent, ethical, and in the public interest.

2. Techniques

 Cost-Benefit Analysis: Weighs the benefits and costs of different options.

 Risk Assessment: Evaluates the potential risks associated with each alternative.

 Stakeholder Analysis: Considers the impact of decisions on various stakeholders.

Part 5: Factors Affecting Decision-Making

1. Internal Factors

 Experience and Expertise: Knowledge and skills of the decision-maker.

 Personal Biases: Individual preferences and prejudices.

 Values and Ethics: Personal and organizational principles guiding decisions.

2. External Factors

 Legal and Regulatory Constraints: Laws and regulations that must be followed.

 Political Environment: Influence of political agendas and stakeholders.

 Social and Cultural Context: Community norms and cultural values.

Part 6: Information or Data-Driven Decision-Making

1. Importance of Data

Reliable data is essential for informed decision-making. In criminology, data on crime rates, trends,
and patterns help in strategic planning and resource allocation.

2. Data Collection Methods

 Surveys and Interviews: Gathering qualitative data from individuals.

 Statistical Analysis: Analyzing crime data and trends.

 Field Research: Observing and collecting data from real-world settings.

3. Data Analysis Tools

 Software Applications: Tools like SPSS, SAS, or GIS for analyzing data.

 Data Visualization: Graphs, charts, and maps to present data insights.

Part 7: Police Decision-Making

1. Characteristics

 Rapid Response: Often requires quick decisions in high-pressure situations.

 Accountability: Decisions are subject to public scrutiny and legal standards.

 Ethical Considerations: Must balance law enforcement with respect for civil rights.

2. Techniques for Quick Decision-Making

 Standard Operating Procedures (SOPs): Established protocols to guide decisions.

 Training and Drills: Regular practice to prepare for emergency situations.

 Decision Trees: Flowcharts to help officers quickly determine the best course of action.

3. Guides for Fast Decision-Making

 Situational Awareness: Being aware of the environment and potential threats.

 Intuition and Experience: Relying on past experiences to make quick judgments.

 Collaborative Decision-Making: Consulting with colleagues and superiors when time

permits.
Question and Answer

1. Which management function is primarily involved in setting the objectives and determining the best
course of action for the strategic plan?

A. Planning
B. Organizing
C. Leading
D. Controlling

2. You plan to introduce community policing as part of your crime reduction strategy. Which
leadership theory emphasizes the importance of adapting your style to fit the development level of
your officers and community?
A. Trait Theory
B. Behavioral Theory
C. Situational Leadership Theory
D. Transformational Leadership Theory

3. When addressing ethical issues within your force, which leadership approach ensures that you
focus on serving and supporting your officers and the community first?
A. Transactional Leadership
B. Servant Leadership
C. Transformational Leadership
D. Autocratic Leadership

4. You are evaluating the performance of different initiatives aimed at reducing crime rates. Which
management function are you performing?
A. Planning
B. Organizing
C. Leading
D. Controlling

5. Which leadership style would be most effective in inspiring your officers to take initiative and go
beyond their basic duties to tackle the surge in violent crime?
A. Transactional Leadership
B. Transformational Leadership
C. Autocratic Leadership
D. Laissez-faire Leadership
6. While planning your strategy, you consider the legal constraints, community values, and potential
political implications of your decisions. Which type of factors are these?
A. Internal Factors
B. External Factors
C. Organizational Factors
D. Psychological Factors

7. In a critical situation where an immediate decision is required, you rely on established protocols
and your officers' training to guide their actions. This approach to quick decision-making ensures that
responses are both effective and consistent. Which method are you using?
A. Democratic Decision-Making
B. Standard Operating Procedures (SOPs)
C. Consensus Decision-Making
D. Brainstorming

8. You believe that flexibility and the ability to adapt your leadership style based on the situation and
the needs of your staff are crucial for the success of the facility. Which type of leadership are you
practicing?
A. Situational
B. Transformational
C. Autocratic
D. Laissez-Faire

9. To foster a collaborative environment, you delegate significant authority to your managers and
encourage them to take initiative in their areas of responsibility. This approach aligns with which
management style?
A. Autocratic
B. Democratic
C. Laissez-Faire
D. Transformational

10. To ensure that your team is working effectively towards the goals of the correctional facility, you
need to exhibit qualities such as integrity, accountability, and communication. These are essential
qualities of what type of role?
A. A leader
B. A manager
C. Both a leader and a manager
D. A follower