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Leadership in Public Safety versus Private Industry
Some people say leadership is leadership regardless of the organizational context. For this discussion, consider the following:
?Using private industry and public safety agencies as the differing contexts, is there a distinction in how leaders should lead?
?Even among different sectors of the public safety community, one might argue that the contexts are different enough to warrant different types of leadership. To what extent do you think this may be true?
?Is one or more of the leadership theories discussed in Unit 2 applicable to this discussion? How so?
2. Universal Leadership Characteristics
You learned in Unit 2 that there are no singular traits or characteristics that will guarantee leader efficacy. The readings this week reinforce this paradigm by showing the complexities of differing contexts. Are there any behaviors or characteristics of effective leadership that cross all contexts? Support your response with scholarly literature.
Reading resources
Leadership and Context
Introduction
Consider the differing contexts surrounding public safety agencies. Hughes, Ginnett, and Curphy (2002) asserted, “Leadership depends on several factors, including the situation and the followers, not just the leader’s qualities or characteristics” (p. 23). Zenger and Folkman (2004) have found that countless leaders who were effective in one organization moved to another organization and failed. Blank (1995, p. 9) viewed the nature of leadership as a “paradoxical reality.” Identical leader behavior may be successful in differing contexts. However, a leadership approach that works in one setting may not work in similar settings.
Leaders must assess their behavior and interventions in relation to the uniqueness of their followers and the distinctiveness of the setting. Differing contexts may require differing leader behavior. Effective leadership is the interaction of appropriate leader behavior with regard to the needs of the follower and context.
References
Blank, W. (1995). The 9 natural laws of leadership. New York: American Management Association.
Hughes, R., Ginnett, R., & Curphy, G. (2002). Leadership: Enhancing the lessons of experience. New York: McGraw-Hill.
Zenger, J., & Folkman, J. (2002). The extraordinary leader: Turning good managers into great leaders. New York: McGraw-Hill.
Unit 2 ? What is Leadership?
Introduction
After September 11, people would tell me that it was brave to go to the scene of the attacks. It was actually just carrying out my usual practice for any significant emergency. Two of the lessons in this book involve the importance of seeing things with your own eyes and of setting an example.
? Rudolph W. Giuliani,
former mayor of New York City
The success of public safety agencies is the result of many factors, including:
?The effective accommodation of citizen demands.
?The efficient use of technology.
?The understanding of organizational culture and norms.
Of all the internal and external forces that affect organizational success, leadership appears to be at the top of the list.
In On Leadership, Gardner (1990) suggests that leadership is a “process of persuasion” (p. 1). Quite often, hierarchal position is confused with leadership. While many persons in positions of authority are very adept leaders, leadership requires no organization, no authority. It requires the ability to influence others.
In this unit, we explore various definitions of leadership through discussions of your personal leadership paradigms and various readings. You will synthesize the progression of leadership theory from the last century to today and evaluate its application to present day public safety organizations.
References
Gardner, J. (1990). On leadership. New York: The Free Press.
Giuliani, R. (2003). Leadership (p. xiv). New York: Miramax Books.
TWO references for each questions. Thank you.
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