New Directions in Policing: Policing, New Directions in Policing: Policing, Entrepreneurial Leadership and ChangeEntrepreneurial Leadership and Change

Diploma in Police Service Diploma in Police Service Leadership and ManagementLeadership and Management The Robert Gordon University, 7 May 2009

NOT PROTECTIVELY MARKED

Learning Outcomes

Be able to identify and explain:

the content and structure of the Award

links between the SPC learning materials and skills required by entrepreneurial police managers

Diploma in Police Service Leadership and Management (DPSLM)

• “Qualifying Examination” for promotion in the Scottish Police Service

• Launched in April 2007• Validated by the SQA as a Group Award at

Level 8 on the SCQF• 820 candidates currently studying the

programme• 675 new candidates admitted each year

Anticipated Benefits:

Acquisition of learning to facilitate skills improvement in future managers

Gateway to academic study at graduate and post-graduate levels

Improved performance in the workplace

Stimulus to open minds: encouraging innovative thinking

Policing in the New Public Management Era

McLaughlin ( 2007) stressed a need within the police service for:

• “creation or appointment of professional managers who are required to extract maximum value from specified resources”

McLaughlin, E (2007) The New Policing, London:Sage

Intrapreneur

Leads with:• Entrepreneurial vision• Leadership• Motivation• Overcoming resistance to change

Intrapreneur - Characteristics

• Acceptance of Risk• Knowledge of acceptable

boundaries• Strategic awareness• Emotional Intelligence• Influencing skills

Module 1

Contemporary Policing

Criminal Justice System

Professional Knowledge

Module 2

Decision Making

Professional Ethics in Policing

Module 3Organisational Management

Module 4People ManagementLeadership

Over-arching Unit:Developing Skills for Personal Effectiveness

9 HN Units totalling 15 HN Credits :

120 SCQF points at Level 8

Professional Knowledge

Criminal Justice System

Contemporary Policing

Extracts from Ethics Tutorial:

Introduction to Emotional Intelligence

Principles v Consequences

Police culture and ethics

Ethical Decision Making Model for the Police

1. Identify ethical

decision

2. Potential issues?

3. Review ethical guidelines 4. Laws &

regulations

5. Consult with others?

7. Consequences of actions

8. Public disclosure

9. Choose best action

6. Possible actions

10. Monitor and modify

Ethical Decision Making Model

How do Managers and Leaders differ?

Managers:• Plan • Organise• Command• Co-ordinate• Control

(Henry Fayol, 1949)

Managers tend to be risk adverse

Leaders:• Plan• Organise• Lead• Control

(Stoner, Freeman & Gilbert, 1995)

Leaders tend to seek opportunities and take acceptable risks

Extract from Organisational Management Tutorial:Extract from Organisational Management Tutorial:

Extract from People Management Tutorial:

InterpersonalFigurehead √Leader √Liaison √

InformationalMonitor √Disseminator √Spokesperson √

DecisionEntrepreneur ?Disturbance Handler √Resource Allocator √Negotiator √

Mintzberg’s Managerial Roles:

Entrepreneur / Intrapreneur

Initiates planned change Is pro-active

Seizes opportunities to improve:the organisation its efficiency its performance

Cooke, S & Slack, N (1991) Making Management Decisions, Harlow: Pearson Education Ltd

√

√

√

√

√

Accepts responsibility for success

VISION

Passion

Persistence

Motivation

Driving force

Takes prudent

risks

Persuades others to

help

Decision Maker

Positive Thinker

Determination

Diploma in Police Service Leadership and Management