Criminal Justice 2012

Class Name,Instructor Name

Date, Semester

Chapter 10:Leadership and

Command of the Critical Incident: Psychodynamic

Approach

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3 Basis of Legitimate Authority M. Weber, 1947

Traditional• Habitual orientation based on ancient patriarchal culture

Legal• Acceptance of the rationality of rules

Charismatic• Resides in individuals who have personal confidence and

heroism – like prophets

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Weber, 1947

People do not obey leaders based on tradition or statute, but rather because they believe in them.

Charisma exists when followers experience a moment of distress, which sparks complete devotion to the leader.

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Shadow SelvesStech, 2004; Whyte, 1994

From the Jungian psychology, the notion of the shadow self is the part of the psyche that is denied because it is considered unacceptable.

The empowered manager is one who has some understanding of his or her dark side and inner struggles.

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Birth Order

• Intellectual developments and a need for power are more prevalent in first-born children.

• An indirect relation exists between birth order and leadership.• First-borns are differently parented in that they initially

receive all their parents’ attention and resources.Dual experience as leaders

• To their younger siblings and as followers of their parentsUnlike singletons

• Experience sibling rivalry, preparing them for the political struggle of being a leader

Dethronement • When new siblings are born – a crisis of deprivation –

emerges the need to seek power to compensate

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The Big 5 – Model of Personality Hogan et. al., 1994

• Surgency• Agreeableness• Conscientiousness • Emotional stability• Intellect

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“Typewatching” (Kroeger&Theusen, 1992) • Being aware of the personality profiles of followers

can allow the leader to be more effective.• This approach does not condone any particular

personality type as being more conducive to leadership.

• Proposed that the leader’s awareness of his/her type and that of the followers can better communication, productivity, time management, stress management, and conflict resolution.

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Six Steps to Effective LeadershipClawson, 2003

1. Clarifying your center2. Clarifying what’s possible3. Clarifying what others can contribute4. Supporting others so they can contribute5. Being relentless6. Measuring and celebrating progress

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STEP 1

CLARIFYING YOUR CENTER

What is your life’s mission?

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STEP 2

CLARIFYING WHAT’S POSSIBLE

What can be really achieved?

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STEP 3

CLARIFYING WHAT OTHERS CAN CONTRIBUTE

What others can really do?

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STEP 4

SUPPORTING OTHERS SO THEY CAN CONTRIBUTE

What resources you can really commit?

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STEP 5

RELENTLESSNESS

What degree of confidence and commitment you/others have?

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STEP 6

MEASURING AND CELEBRATING PROGRESS

How do you praise and what kind of positive feedback you provide?

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Effective Leadership

Behaving as and becoming an effective leader is a by-product of an intense commitment to a purpose.