Competency in Leadership

Quinn McCarthy

Chapter 4 in Police Leadership, 2012, pp 49-70 from Palgrave Macmillan

Abstract: Abstract The title of this chapter was designed to get a chuckle out of you. If it did, understand that you are not alone. While we can appreciate this sentiment from someone who knows what they are doing, I also think that most of us have worked for or have at least been around someone who has said this but who was, in essence, clueless. Leadership is more than just being in a leadership position or providing guidance to subordinates; it involves striking a balance between self, others, and the organization. This balance — emotional, physical, and mental — is extremely important to you as a leader. It provides a context for handling a crisis, maintaining the acceptable standards of performance and setting examples for others to follow. But what it means, in the context of this discussion, is the importance required of you — as a leader — in understanding the job and related tasks that your subordinates need to perform in order to be successful. Failing to gain this understanding and an appreciation of the challenges faced by your subordinates may result in you throwing the organization into chaos through unrealistic, unattainable, or even unnecessary expectations. This may seem to be a strong statement, but take a moment and consider it carefully. The expectations that a leader sets for their subordinates have a direct and indisputable effect on the overall efficiency of the organization.

Keywords: Critical Thinking; Emotional Intelligence; Police Department; Peanut Butter; Critical Thinking Skill (search for similar items in EconPapers)
Date: 2012
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-00593-9_5

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DOI: 10.1057/9781137005939_5

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