Effective policing implies a change in the management of agencies tasked with law enforcement. Part of the strategies includes a change in the leadership and governance styles. Gardner and Reece (2012), in their article titled “Revolutionizing Policing Through Servant-Leadership and Quality Management,” offer insights on the transformation of law enforcement agencies. The writers discuss the two methods of change concerning the Federal Bureau of Investigations (FBI). According to the article, it can be attained through answerability and effective administration, changing to an internally and externally efficient workplace, excellent management, and embracing servant leadership.
The authors argue that for the FBI to be more effective, the entity needs to embrace the philosophies of servant-leadership. Further, the leaders need to utilize quality management practices and train the employees on the necessary discipline for the expected outcomes. According to Gardner and Reece (2012), servant-leadership promotes collaboration and confidence both within and outside the FBI. When the executives abide by the practices of quality management, then sustained effectiveness can be exploited. Additionally, the administrators need to develop a constant learning culture where skills necessary for the delivery of quality management services are established.
The changing of an institution to an internally and externally efficient workplace is a critical task that leaders ought to undertake. Leaders need to understand all the staff shares a joint mission as the executive. The top managers must make sure the team is experienced in the competencies required to evaluate community challenges and develop innovative solutions. The management has to create a department where the staff are happy to work, passionate about attaining excellent results, and empowered to pick up expert initiatives (Gardner & Reece, 2012). As a law enforcement organization, the FBI has continuous learning and improvement entrenched in the agency’s culture.
One of the prerequisites of law enforcement leaders is to serve the valid needs of their colleagues and those of the general public. The concept provides executives with a fresh and powerful paradigm since it encompasses attraction to dependence on democratic decision-making methods. Reece and Gardner (2012) state that studies have shown that leaders who offer direction and evade domination while supporting mutual respect, independence, and participation attain much more outstanding institutional results. Therefore, the listed qualities are among the most essential for a law enforcement leader.
The authors also explore servant leadership theory, a model that encourages managers to adopt leadership as a calling to help other people first before themselves. The model is founded on spiritual and philosophical writings and has been adopted by leaders in the American business industry for half a decade now (Gardner & Reece, 2012). The leaders act as ethical agents of the power that has been bestowed upon them and use the positions to enhance loyalty and trust in their companies. Change in an institution can only be realized if there is loyalty and admiration of the managers from the staff. Some of the characteristics of servant leaders include listening, empathy, persuasion, foresight, stewardship, and awareness.
The article’s worth is apparent when analyzing the core constituents of a change in the management of law enforcement agencies. Effective policing and an efficient workplace are essential for such organizations to perform their tasks and function successfully. The article especially highlights the qualities a law enforcement leader should possess, including empathy, vision, trustworthiness, and humility. It is also significant to utilize the servant leadership style, quality management, and accountability management.
Gardner, B., & Reece, J. (2012). Revolutionizing policing through servant-leadership and quality management. FBI Law Enforcement Bulletin. Web.