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 OutcomesBe 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 managersGateway to academic study at
graduate and post-graduate levelsImproved performance in the
workplaceStimulus 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
IntrapreneurLeads 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 1Contemporary PolicingCriminal Justice SystemProfessional Knowledge
Module 2
Decision Making
Professional Ethics in Policing
Module 3Organisational ManagementModule 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 / IntrapreneurInitiates 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
