First Line Supervisor By: Dr. Jeffrey C. Fox, PhD Fox Public Safety: Training, Educating, and Consulting LLC https://www.fox ‐ publicsafety.com/ Linkedin https://www.linkedin.com/profile/preview?locale=en_US&trk=prof ‐ 0 ‐ sb ‐ preview ‐ primary ‐ button 1
Course Description The course will examine the relationship of first line supervisor’s leadership styles, communication skills, and decision making on the effective performance of followers. The course will examine the relationships between the leader and follower; challenging; inspiring; enabling; modeling, and encouraging. We will compare these interactions and their influence on the organizations that employ both the leaders and the followers. This course is excellent for new first line supervisors, those aspiring to become supervisors, and for seasoned leaders as well. 2
Poll Question Have you ever been or are you currently a first line supervisor? Yes_____ No_____ 3
Poll Question When you became a first line supervisor do you feel you were adequately prepared or ready for the role? Yes_____ No_____ 4
FOOD FOR THOUGHT! Ten Percent? Life is 10% what happens to us, and 90% how we react to it! Ten percent will create ninety percent? 5
Why is the first line supervisor is the most important and influential position within an organization? • You communicate and demonstrate the values, standards, and culture of the department to the men and women under your supervision—you guide the Department’s ethos! • You have the most immediate and personal contact with the employees • You have the most immediate and personal contact with the public • Based on your job knowledge, skills and abilities, you will direct the daily work of employees • You will wear many hats: trainer, coach, counselor, mentor, and a role model. An analyzer, pathfinder, goal setter, cheerleader, persuader, and stabilizer. • You will be there in goods times and bad • You are a strong influence and have a major impact on the employees you supervise 6
Successful First Line Supervisors possess: • Strong leadership ability • Self ‐ confidence • Competence • Management skills • Sound core values • And above all else, the understanding of your influence upon the employees that you supervise 7
Leadership Core Values • Honor —honesty or integrity in one’s beliefs and actions • Integrity —uncompromising adherence to moral and ethical principles • Valor —great courage • Courage —the quality of mind that enables a person to face difficulty, danger, etc., without fear • Respect —esteem/admiration; proper courtesy • Service —an act of helpful activity • Commitment —to give in trust or charge; to bind or obligate, as by pledge • Duty —something that one is expected or required to do by moral or legal obligation—required by one’s position • Loyalty —faithful to one’s allegiance, as to a government or friend—faithful to one’s path or obligation (Most importantly to correct principles, ideals, and beliefs) • Trust —reliance on the integrity, ability, etc. of a person or thing • Excellence —the fact or state of excelling; remarkably good—first rate • Reflection —the act of reflecting—careful thought or consideration 8
What are the functions of a manager? • Planning: Management function of choosing an organization’s mission and objectives and then determining the courses of action needed to achieve them • Organizing: Management function of determining resources and activities required to achieve the organization’s objectives, combining these into a formal structure, assigning responsibility for them and delegating authority to carry out assignments • Leading: Management function of influencing employees to accomplish objectives, which involves the leader’s qualities, styles, and power as well as the leadership activities of communications, motivation, and discipline • Controlling: Management function of devising ways and means of ensuring that planned performance is actually achieved 9
Basic Principles of Management • Span of Control : The unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom • Normally 5 ‐ 7 people Two complimentary concepts to the chain of command are: • Authority : The rights inherent in a managerial position to give orders to be obeyed • With authority must come responsibility and accountability • Unity of Command: A person should have only one superior to whom he or she is directly responsible • No supervisor shopping allowed! 10
Paradigms The “People” Paradigm The “Thing” Paradigm 1. Leadership Management 1. Efficiency 2. Effectiveness 2. Structure 3. 3. Spontaneity Measurement 4. 4. Causes Effects/symptoms 5. 5. Release/Empowerment Control 6. 6. Programmer Program 7. 7. Transformation Transaction 8. 8. Investment Administrative efficiency 9. 9. Customer service Techniques 10. 10. Principles Compromise 11. 11. Synergy Scarcity 12. 12. Abundance 11
LEVELS OF LEADERSHIP 1 st Line Technical Skills Human Skills Conceptual Skills Leader/Manager 53% 33% 14% Mid-level Technical Skills Human Skills Conceptual Skills Leader/Manager 33% 33% 33% Executive level Technical Skills Human Skills Conceptual Skills Leader/Manager 14% 33% 53% 12
Leadership vs. Management • Leaders work on the system. • Managers work within the system. • Leaders do the right thing. • Managers do things right. • Both are important and are needed. 13
Characteristics of Admired Leaders (TOP SIX) • Honest • Forward Thinking • Inspiring • Competent • Fair Minded • Supportive 14
Why kind of powers do or should supervisors possess? There are five different types of power: Reward Power ‐ Refers to the ability an individual has to give or withhold rewards Coercive Power ‐ The opposite of reward power in that it utilizes punishment rather than reward Legitimate Power ‐ The influence we allow others to have over us on the basis of the value we place on certain of their characteristics Referent Power ‐ Extremely potent, because it is based on the person’s identification with the source of power Expert Power ‐ Refers to our acceptance of influence from those whose expertise we respect 15
As a first line supervisor, you are part of the Department’s management team. It is not a position that you are free to choose sides. • It is not a position that should foster a “us” versus “them” situation within an organization • Some new supervisors have difficulty with this concept • Having just been promoted from the ranks, it is only natural to want to continue to be one of the group • But to be effective as their leader, you must gradually and diplomatically differentiate yourself from those you supervise • Sometimes this is not an easy or pleasant task; but remember, the most effective leaders stand appropriately apart from those they supervise 16
Negativity in the Workplace Conditions That May Increase Negativity: • Change • Unrealistic work expectations • Unclear objectives • Inadequate tools and training • Lack of control • Lack of feedback • Inadequate incentives • Physical discomfort • Lack of recognition 17
Herzberg’s Motivation ‐ Hygiene Theory Hygiene Factors—certain conditions one expects: breaks, restroom, lighting, temperature, necessary police equipment. The reasonable expectations on the particular job of the working conditions *They negatively affect morale if not present • The belief that an individual’s relation to work is basic and that one’s attitude towards work can very well determine success or failure • Hygiene factors: company policy and administration, supervision, interpersonal relations, working conditions, and salary • Motivators: achievement, recognition, work itself, responsibility, advancement, and growth 18
MOTIVATION THEROIES Marlow’s Need Hierarchy Maslow Self- Actual- ization Explaining why people act and do things in a small group is an Esteem individual’s attempt to meet certain needs. These needs are best explained in Maslow’s Belongingness Hierarchy of Needs Security Physiological 19
Equity Theory Employees weigh what they put into a job situation (input) against what they get from it (outcome) and then compare their input ‐ outcome ratio with the input ‐ outcome ratio of relevant others When employees envision an inequity, they make one or more of five choices: • Distort either their own or others’ inputs or outcomes • Behave in some way so as to induce others to change their inputs or outcomes • Behave in some way so as to change their own inputs or outcomes • Choose a different comparison referent • Quit their job 20
Ten Commitments of Leadership Challenging the Process 1. Search out challenging opportunities to change, grow, innovate and improve 2. Experiment, take risks, and learn from the accompanying mistakes Inspiring a Shared Vision 3. Envision an up lifting and ennobling future 4. Enlist others on common vision by appealing to their values, interests, hopes and dreams Encouraging the Heart 5. Recognize individual contributions to the success of every project 6. Celebrate team accomplishments regularly 21
Recommend
More recommend
