Leadership Strategies: Communicating Expectations to Junior Employees

This essay explores effective strategies for managers to communicate performance expectations to junior staff, emphasizing the importance of clear and direct communication. It highlights the significance of leading by example, encouraging managers to actively participate in tasks and demonstrate commitment. The essay stresses the benefits of gathering staff as a group for open discussions, fostering a sense of teamwork and shared goals. By connecting organizational expectations with individual goals, managers can motivate employees and create a positive work environment. The essay emphasizes the importance of honesty, praise, and recognizing employee efforts to build trust and encourage better performance. The essay provides practical advice for managers seeking to improve communication and leadership skills to drive organizational success.

Running Head: MANAGEMENT STUDIES IN RELATING TO LAW ENFORCEMENT 1
Management studies in relation to law enforcement
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MANAGEMENT STUDIES IN RELATING TO LAW ENFORCEMENT 2
PART A
How best to communicate performance expectations to a junior staff
Introduction
The success of a manager can best be known for his ability to communicate performance
expectations effectively to his or her subordinates. A manager should be an individual who is
able to communicate effectively to his or her employees. In the communication process, he or
she should be able to convey information regarding performance expectations to the employees
in a clear and direct manner. Employees pay attention and focus their energy on what is viewed
by the manager as being important. When employees realize that their manager is focused
towards the performance of a given activity, then they will equally put an effort to ensure that it
becomes successful. However, employees may not at times respond positively and as faster as
required. In some cases, the manager may be forced to frequently make impromptu visits to the
working places of junior employees to confirm whether they are actually working towards the set
goals of the organization or not (Khanka, 2007). A successful manager doesn’t have to behave
that way.
Strategies on how best to communicate performance expectations to a junior staff
Effective communication has the power to change the way in which employees carry out
their duties as outlined by the organization. Effective communication creates a good working
environment where employees feel free and comfortable (Government Printing Office, 2011).
They would hence put all their efforts and work towards the goals of the organization. In order to
achieve this, managers must employ the following strategies;

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(I) Leading by example
Leading by example is whereby the manager would not shy away from his or her
responsibilities. Where possible, the manager should move a step ahead and assist his employees
in carrying out some of their responsibilities and duties. History has shown that most of the
successful managers in the past have employed the strategy of leading by example. The strategy
has therefore been tested to be effective. It sounds crazy when a manager asks his junior
employees to carry out some duties in the organization, yet he is not willing to lead them in
carrying out the duties (American Management Association, 2016). There are managers who
would request their junior employees to work an extra hour every day so that the organization
can meet its goals. At the same time, the manager leaves much early. Such managers believe that
their duty is simply to give orders as the employees follow. Employees are not able to
successfully work as a team in such an environment. None can trust a manager who askers for
the corporation and team responsibility from the rest of the rest of the employees, yet he does the
contrary (PAYNE, 2007).
Alexander the great was a powerful leader and soldier. He is still envied by many people
today. He won many battles with the assistance of his army. He practiced good management
skills in the management of his army. Alexander was the commander and he led his soldiers in
many battles which they won with ease. He never sat back whenever he sent his soldiers out to
the fields to fight wars. Instead, he joined in the war front. His presence on the battlefield along
with his soldiers made the soldiers feel motivated. They, therefore, fought very hard since they
never wanted to witness their commander fail after making all that effort. Had Alexander sat
back in his palace as his soldiers fought, perhaps he would not have made it to the history books
that have been read over the years (Martinuzzi, 2017). A leader who communicates an order to

MANAGEMENT STUDIES IN RELATING TO LAW ENFORCEMENT 4
junior staff and then does contrary to what has been communicated is bound to fail. The
employees would not follow the orders provided by the manager with a lot of enthusiasm. The
junior staff would immediately conclude that the manager is not serious about the activities of
the organization. They would no longer believe in the manager (Khanka, 2007).
Good managers encourage their junior employees to work harder by joining and working
with them in their areas of duty. By so doing, employees would be excited. They would develop
trust in the manager and follow the vision that has been set by such leaders. The productivity of
an organization would drop immediately if employees of an organization don’t trust their
manager. Enthusiasm would also likely to disappear. Goals that may have been set by the
manager so as to be achieved by the employees would simply disappear. It’s generally very
difficult to motivate employees when they have lost confidence in their leader.
A manager loses nothing by joining his employees in carrying out duties of the
organization. It is even an added advantage to the organization when its manager leads by
example. The manager would hence be able to direct his employees on the activities that he
would like to be carried out in the organization. Such directives are best followed when the
manager himself is present so that he or she can provide an example to the rest of his employees.
It is the responsibility of every leader to convince their junior employees to believe in them.
However, that would only be possible if the leader is able to lead by example. Action speaks
louder than words. Employees learn better from the actions of their manager than from the verbal
instructions that are said to them (Edwards, Scott, & Raju, 2003).
The following are the four main ways in which a manager can lead by example;

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1. Setting right examples
Most leaders are in their positions because they have proved beyond doubt that they have
the capacity to perform well in their areas of specialization (Edwards, Scott, & Raju, 2003). The
leader should, therefore, led by example such that the employees are able to judge is their leader
has what it takes to be in his position of leadership. Most of the executive jobs that are done by
managers are less physical. However, they require a lot of critical thinking. Managers should
communicate to their subordinates and convince them that he has what it takes to lead an
organization to success.
2. Handle all the stuff that the junior staff consider as tuff
A manager should not be ashamed of being flattened by members of its staff. What
counts is the manner in which he or she rises to his or her feet. The manager should
acknowledge his or her shortcomings. He should then think of ways of remedying them by
enrolling for further training in the areas. Junior staff should be led by people who are ready to
lower themselves and assist the juniors. The manager should handle all the tasks and issues that
his junior staffs are afraid of facing. Issues such as an impending danger, a fierce rival or
competitor or conflict at the workplace should be addressed by the manager himself. Junior staff
should have the feeling that they are working under a manager who is never afraid. They should
know that they are led by someone who is ready to face challenges without fear. In addition, the
junior staff of the organization should know that their manager would not be afraid to back off if
the challenge is extremely difficult. That would ensure that the organization remains intact so
that they remain to fight on another day (Marrelli, 2013). There are issues that may break down
an organization if the manager decides to face them head on even after realizing the impending
dangers.

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3. Embracing teamwork
Leadership is not an individual responsibility. Managers are there to show the direction to
the rest of their staff. The staff members would then move in that particular direction. At the
same time, the leader must be willing to assist the employees in carrying the load. The manager
should work in collaboration with his employees so that he too can earn credibility whenever the
team celebrates success for work well done. Studies have shown that leaders earn respect from
their employees when they are able to stand out in the spotlight and defend their organizations in
the face of crisis. Such commitment shown by managers promotes respect among employees of
the organizations (Baker, 2006). They embrace one another and work as a team to accomplish a
common goal.
(II) Gathering the junior staff as a group and talking directly to them
Expectations should be communicated to junior employees in a manner in which they are
able to understand them and also relate to them with ease. The manager should connect the
expectations of the organization to those of the employees. By so doing, the employees would be
able to relate the two and anticipate the impact that fulfilling the goals of the organization would
have on their individual goals. The employees would, therefore, be encouraged to work tirelessly
hard so that the organization is able to fulfill its set goals (Edwards, Scott, & Raju, 2003). They
would realize that by fulfilling the goals of the organization, they would automatically meat their
individual goals. The manager should communicate the performance expectations to the
employees as a group. It is during such meetings that the manager can communicate to the
employees the vision and mission of the organization.

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Group meeting communicates a feeling of togetherness to the employees. The employees
are therefore encouraged to embrace each other and work as a team towards a common goal.
When a manager communicates to employees at a personal level, some of the employees would
feel targeted even when they are not actually targeted by the manager (Schermerhorn, 2008). In
addition, they would waste a lot of time trying to find out if similar information was passed to all
the employees or not. Some of the employees may end up conveying misleading information to
the rest and hence creating divisions among the employees. In the process of talking to the junior
staff as a group, the manager should positively talk about the expectations (Francis & Albright,
2002). He or she should affirm the expectations that are already working. In addition, he should
appreciate the efforts that have already been made by the employees. He should relate the efforts
of the employees to the expected performance expectations.
The junior employees should be encouraged to perform much better. Such complements
would make them push themselves further. If there was a positive deviation in production during
the previous month, then the manager should communicate the same to the employees. They
should know that the manager acknowledges and appreciate their efforts (Miller, 2004). In
addition, he should communicate to them that such accomplishments would go a long way in
enabling the organization to meet its performance expectations at the end. It is important for the
manager to identify all possible opportunities for praising the employees. If possible they should
be rewarded for the good performance that would motivate them further (Schafer, 2008).
By meeting the employees, they are able to develop confidence. They would be able to
express themselves freely. They would hence be able to raise their concerns with the manager
and also give out their opinions. The face to face meeting between the manager and he
employees promotes honesty (Raines, 2012). The manager would honestly respond to the queries

MANAGEMENT STUDIES IN RELATING TO LAW ENFORCEMENT 8
of the junior employees. When he doesn’t know something or when something lacks in the
organization, then the manager should come out in the open and communicate the information to
the employees without fear. The honesty of leaders bread trusts that employees have in them.
When a problem arises, the junior employees would also be honest with the manager. They
would not hide any information (Baker, 2006). They would be able to furnish the manager with
the right information as soon as possible as a result of the trust that exists between them and their
manager.
Conclusion
Good leadership is determined by the character and commitment of the manager to
ensure that an organization achieves its goals. The goals can only be achieved when the manager
is able to effectively communicate performance expectations to his or her staff members,
particularly the junior staff. The leader must, therefore, come up with strategies that he would
best use to communicate performance expectations to the staff members. The best mode of
communicating to the staff is through action. The manager should also take part in the duties that
are carried out by the junior staff. By so doing, he will be an example to them. They would,
therefore, work hard to prove to the manager that they can equally compete against him. Another
good strategy is embracing direct communication to staff members as a group. Such
communication creates a feeling of togetherness among the employees. They are able to share
responsibilities. The junior staff also gets an opportunity whereby they can benefit from advice
from their seniors in regard to the expected performance expectations of the organization.

MANAGEMENT STUDIES IN RELATING TO LAW ENFORCEMENT 9
PART B
Conflict resolution strategies
There is a scenario where officers are avoiding confrontational situations. The behavior is
creating conflict at the workplace. There is the likelihood that the conflict can potentially disrupt
the smooth operation of the station. As the sergeant in charge of the station, there is need to come
up with measures that would ensure that the conflict doesn’t escalate to a level where the station
may become dysfunctional.
Tools and options for resolving management conflict
The following is a strategy that can best be used by the sergeant in solving the
confrontation situation.
Listening to all the aggrieved parties
The sergeant is the leader within the police station. He or she must, therefore, ensure that
the station doesn’t become dysfunctional. The confrontational behavior among the police officers
is likely to fall out of hand. The sergeant must, therefore, move with speed and ensure that order
is restored in the station (American Management Association, 2016). Bringing the parties on a
common table can present an easy way of solving the problem at hand. Employees often feel
relieved when they get an opportunity to present their concerns. The sergeant should present all

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10
the parties with an opportunity so that they can raise their concerns. Such an opportunity presents
a level playground since everyone would be able to share his side of the story regarding the
confrontation that is being experienced in the station (Cloke & Goldsmith, 2011). All the officers
would feel relieved as they would be able to speak freely without any kind of embarrassment.
That should be followed by the following steps;
1. Establish the root of the problem
The problem whereby the officers are involved in confrontation must have started at one
particular time. The sergeant should, therefore, find out from the officer to establish what might
have been the origin of the entire problem (Dana, 2011). This can easily be done by giving the
aggrieved parties an opportunity to present their cases. The right solution to the problem would
only be arrived at if the sergeant has established the real cause of the problem. By identifying the
root of the problem, it would be easier to identify the police officer who must have started the
entire problem which is about to threaten the peace and harmony in the station (Whisenand,
2007).
2. Reconciling the officers
It is important to reconcile the officers once the offender has been identified. The
offender may be punished but that should not come as the immediate solution. Punishing an
officer would escalate hatred between him or her and the rest. The sergeant is a leader and must,
therefore, exercise leadership qualities of conflict resolution before taking stringent measures
(Doherty & Guyler, 2008). He or she needs to explain to all the officers who are involved in the
confrontation that conflict in inevitable among people in places of work. People who come from

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11
diverse backgrounds have been brought up in different ways and hence they are likely to be
involved in the disagreement (Martinuzzi, 2017).
More focus should, therefore, be put on the problem and not on the involved parties. The
focus should only shift to the individual who is the course of the problem once an analysis has
been done and it has been established that he or she is actually the cause. The sergeant should
encourage the employees to embrace one another irrespective of their backgrounds. The situation
should objectively be analyzed (Doherty & Guyler, 2008). The sergeant may be forced to
reassign the roles that are played by each officer in the station so that the involved parties can
avoid each other. By so doing, there will be no further confrontation. There is also the possibility
that the sergeant can bring on board the human resource manager or a consultant. The human
resource manager or a consultant would be able to improvise a program that would assist the
station in solving future conflicts (Raines, 2012).
3. Settling at a common ground
The confrontation between the officers may have brought about the drastic difference, but
the officers can come to an agreement on some issues. Reaching a common ground is a
significant step. It would help in the building of the rapport which has been lost between the
aggrieved parties. Some of the issues whereby a consensus can be reached are such as an
agreement on the problem at hand (Miller, 2004).
4. Persuading the confronting officers to buy into the agreed solution

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12
The final solution should be in accordance with the goals of the organization. At the same
time, the involved parties should feel satisfied. A lot of time may pass before the point is
reached, but it is worth it. The aggrieved parties will finally have to look for a compromise so
that the problem is put to rest (Doherty & Guyler, 2008). The sergeant would have shown a
leadership quality by providing a sense of ownership to the parties who are involved in a
confrontation (Lipsky, Seeber, & Fincher, 2003). The sergeant may also be forced at this point to
impose a solution. That can be done in a situation where a consensus has failed. The parties
would hence be forced to comply if such situation is reached. It is not easy to solve conflicts
between parties which are in confrontation.
There are conflicts which cannot be solved. However, the best solution approach is
through inviting the aggrieved parties so that a consensus can be reached. Punishment is not
necessarily the best method of solving problems, the particular confrontation between police
officers. The officers are regarded as disciplined and hence should not be involved in any kind of
confrontation. There is no any kind of punishment that can be given to them other than them
being dismissed from the service (Cloke & Goldsmith, 2011). Such dismissal would be harsh to
them. It is important to note that confrontation between employees exists in almost all
professions. The only way of addressing them is through dialogue. There are other people who
depend on the officers for their living. Dismissal of such officers on such simple grounds would
hence have a negative impact on their dependents. It is important for conflict situations to be
approached in the right way. If that is done, then the rate of success in conflict solutions would
be much higher (Edwards, Scott, & Raju, 2003).
PORTFOLIOS