The challenges facing law enforcement leaders during 21st-century policing have caused

managers to change how traditional police work was done in the past. Now more than ever,

transparency and communication are of utmost importance. Changing the internal approach from

a military stance to an open-door policy regarding how managers treat department members.

Departments must continue improving to avoid public scrutiny and gain trust within the

community and their own organization. I have had the opportunity to discuss similar issues

facing law enforcement agencies with classmates from across the country about the morale of

those who work in this industry. Law enforcement agencies must take care of their employees,

making better police officer who makes better decisions during their daily activities representing

all the men and women in blue.

In my first referenced paper, Team Building Presentation, I developed a PowerPoint

discussing the various stages of building my team as a Sergeant, discussing the vision set

forward by the Chief by taking every moment to make positive change within the community. I

emphasized that I would utilize my team's strengths to tackle various situations that require

specific expertise. Lastly, I stressed the importance of community contacts. These contacts affect

not only our relationship with the public but our future contracts with the city.

My second referenced paper discussed Neglected Behavior. The ability to communicate

effectively is a crucial tool in law enforcement and should be considered one of our toolbox's

most important tools. The department must want to change its current behaviors. The department

must see the value in changing the current behaviors. If the department fails to recognize that

change is needed, there will be no professional growth within the organization. Communicating

with the public is key to gaining rapport and support. However, communicating within the

organization is just as crucial as gaining rapport and support is essential. Learning to

communicate is a process, and the departments know this. The more we practice, the better we

perform. The department must keep improving and moving forward. Any change is positive and

will be successful moving forward to boost morale within the organization.

In my third referenced paper, Interview a Leader, I was asked to contact a supervisor to

discuss their leadership or management style and their effectiveness in leading particular

situations. Some of my interview questions were, "Do you consider yourself a leader or a

manager"? What traits or characteristics do you have that support your claim"? Leadership is

about getting people to understand and believe in the vision and to work and achieve goals

together. Managing is more about administering and ensuring the day-to-day operations are

done. Based on my interview with him and observing his daily interactions, I am confident that I

am working for a leader and not a manager. The behavior and actions of my supervisor are to

produce useful change through his vision, and I see it when I interact with him.

Criminal Justice leaders must focus on adapting leadership styles to increase morale in

their organization. Staying current on new trends and knowing how to communicate effectively

with department members will also increase retention. In today's climate, leaders must do all

they can to promote a healthy environment that will lead to better recruiting and keep staffing

levels above the minimum.

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