Positive Leader Presentation: Police Force Strategies

This presentation focuses on positive leadership within the context of a police force, aiming to improve productivity and wellbeing. It explores the characteristics of a positive leader, emphasizing effective decision-making and the importance of employee health and motivation. The presentation differentiates police officers from other employee types, discussing motivational factors and the impact of stress. It outlines strategies a positive leader can adopt to enhance officer wellbeing, including intrinsic motivators, fostering personal growth, providing training, and implementing wellness programs. The presentation also highlights effective skill development exercises, such as communication training and counsellor education, to promote a positive and productive work environment for police officers. The content is supported by references to relevant research and academic sources.

Positive Leader
NAME OF THE STUDENT:
NAME OF THE UNIVERSITY:

Characteristic of being a
positive leader
Effective decision-making
capabilities

Effective decision making
capabilities
 Apart from having futuristic vision, a positive leader has the
ability of taking right decisions at right time.
 The decisions that are taken by the leaders have some
profound influence on the masses (Hinojosa et al. 2014).
 Leaders need to think hard and long before taking a
particular decision and then, must stand to it.

Importance of improving
productivity and well-being of
employees To improve the employee health
behaviours
 To reduce the costs of health care
 To improve productivity
 To reduce the elevated health risks
 To improve employee retention and
recruitment (Koryak et al. 2015)
 To build and sustain high employee morale.

How police force is different from
other types of employees
 According to (), police officers are not
employees
 Changes in the numbers of police
officers are highly driven by the
change in rate of entry (Brandsen and
Honingh 2015).
 The primary exit for the police officers
is by means of ordinary retirement
through the police pension schemes.

Motivational factors for police officers

Factors influencing productivity
and motivation of police officers
 Basic Needs
 The need for recognition and praise.
 Stress
 Law enforcement is considered to be the most
stressful occupations and is linked with high
rates of emotional health problems, divorce,
alcoholism and suicide.
 These factors can negatively influence the
productivity and motivation

Strategies to be adopted by positive
leader to increase productivity and
well-being of police officers
 Positive leader must stress the vitality of intrinsic motivators
like recognition, praise, growth, advancement, responsibility
and fulfilment.
 Always possessing a positive attitude and self-motivation is
the prime ingredient in the formula.
 Examining the strengths of police officers and
understanding what makes them happy (Schweitzer, 2014).
 Focusing on the personal growth of the police officers to
promote creativity and increasing productivity.

Continuation..
 Training the employees to deal with the chaos.
 Showing gratitude and practising compassion and
empathy.
 Implementation of exercise and stress reduction
programs
 Making wellness convenient for the police officers by
means of offering them healthy meal and snacks at
agency.
 Including both the police officers and their families
while developing stress related training, policies and
procedures.

Effective skill development
exercises
 Setting a stage for effective
communication where officers can
practise important verbal and non-
verbal habits of conversations. This
can include voice tone, facial
expressions, physical contact etc.
 POSTC and KLETC training programs
 Counsellor education training
programs

References:
 Brandsen, T. and Honingh, M., 2016. Distinguishing different types of
coproduction: A conceptual analysis based on the classical
definitions. Public Administration Review, 76(3), pp.427-435.
 Hinojosa, A.S., McCauley, K.D., Randolph-Seng, B. and Gardner, W.L.,
2014. Leader and follower attachment styles: Implications for
authentic leader–follower relationships. The Leadership
Quarterly, 25(3), pp.595-610.
 Koryak, O., Mole, K.F., Lockett, A., Hayton, J.C., Ucbasaran, D. and
Hodgkinson, G.P., 2015. Entrepreneurial leadership, capabilities and
firm growth. International Small Business Journal, 33(1), pp.89-105.
 Schweitzer, J., 2014. Leadership and innovation capability
development in strategic alliances. Leadership & Organization
Development Journal, 35(5), pp.442-469.

Thank You!