What is CFLM?

confers leadership theories, styles, qualities, and principles

relevant for law enforcement administration.
THE HISTORY OF LEADERSHIP
Human history is filled with leaders, from Alexander the
Great and Napoleon Bonaparte, to Abraham Lincoln and Winston
Churchill, and yet the concept of leadership is one that continues
to inspire debate and study as people attempt to understand
what leadership truly is.

The term “leadership” is thought to have originated in the 18th

or 19th century, while the word “leader” was used as far back as
the 1300s.
The word is derived from the Old English word “laedere”, which
means the one who leads, with the noun being “laedan”, which
means to guide or to bring forth.
THE HISTORY OF LEADERSHIP

• The concept of leadership, has often been associated with

religious, political, and military figures.

• Today, leadership is often thought of in terms of business and

management, and is used to describe people who influence,
inspire, and motivate within organizational settings.

• Psychologists, philosophers, and other researchers,

meanwhile, continue to study leadership and its many
theories.
I – A. Definition
Leadership - is the ability of an individual or a group
of people to influence and guide followers or members of an
organization, society or team.
---
- in general, L is guiding and influencing others toward a
common vision or goal.

Leadership is not about titles, positions or flowcharts. It's about one life influencing
another.”
I – B. Concepts of Leadership

1. Competence
As leader, you must channel your
energies to those arenas/fields of
leadership where you are most likely to
excel. Working in the areas of your strengths is
crucial to being effective.
I - B. Concepts of Leadership
2. Courage
it takes vision to say “you are here at
point A and want to get to point B. (what is
your plan?)
Meaning “When you are in a leadership role,
you must acknowledge that you are not always
the smartest person in the room. You might not
always be the first one to see an opportunity.”
I – B. Concepts of Leadership
3. Clarity
a great leader is somebody who can
lead with clarity in times of uncertainty.
“Those times of uncertainty, those are the
times that can paralyze the organization.”
Meaning “People are looking to you for
guidance. And if you are not able to lead
with vision and get a group moving forward
during those times, we're just going stand
still or hit a hill and start going backwards.
I - B. Concepts of Leadership
4. Coaching
You may think you are good at what you do.
If you look around you, you look at your
peers. You may even feel like you're better
than everyone else around you in certain
skill sets.
“Without a coach, you'll never be as
good as you could be.”
I – B. Concepts of Leadership
5. Character
Character provides us with the moral
authority that we need to bring together
people and resources to move an enterprise,
a mission, a vision, a project forward.
YES“ you can lead without character, and
I'm sure you know some of those leaders.
They are leaders who not worth following.”
Four Primarily Factors of
Leadership
1.Leader
A leader must understand himself honestly,
what he knows and what he can do.
NOTE: “The followers that decide whether the
leader is successful, not the leader or anyone
else.”
To be successful, maintain Trust and
Confidence , meaning you must persuade your
followers that you are worthy of being followed.
Four Primarily Factors of
Leadership
2. Followers
- Different people expect different leadership
styles.
- You must know your people, as a leader.
Meaning, as a leader you should have a clear
understanding of human nature such needs,
feelings and motivation.
- You must know their qualities, the be,
know, and do qualities.
Four Primarily Factors of
Leadership
4. Communication
- being a leader, you lead by bidirectional
communication. Meaning, nonverbal.

4. Situation
- you must use your discretion to determine the
best course of action, and the style of leadership
needed for each situation. Meaning, find the exact
time and place to confront your followers.
Theories of Leadership
1. Trait theory
some personality traits may lead people naturally.
2. Great events theory
- a crisis or important event can cause a person to
rise to the occasion, putting forth extraordinary qualities
of leadership in an ordinary person.
4. Transformational or process leadership theory
- people can opt/choose for leadership.
- people can learn the ability to take leadership.
- it is the widely accepted theory.
Roles of a Leader
a. Sets the company or organization a specific vision.
b. Motivates employees
c. Guides workers through the cycle of work
d. Creates morale
Note: You will become a successful leader if you
have the will and the willpower.
“Good leaders grow through a cycle of self-
study, education, training and experience that
never ends (Jago 1982).
Boss or Leader
Boss
- gives the authority to accomplish certain
task and objectives within the organization.

Leader
- makes the followers want to achieve high
goals, rather than simply ordering people around.
- influencing people to do great things.
Total Leadership
- be ethical to gain respect.
Meaning, “when people decide to value you as a leader,
they don’t think about your qualities, but rather watch
what you are doing so that they can assess who you
really are.”
… they used this insight to determine whether you
are a trustworthy leader / self-serving leader.
self-serving leader – succeed in many areas
because they present a good image to their superiors,
but at the expense of their workers.
I –D. Importance of Leadership:
1. Improves Communication
- sharing their ideas
- employees have a forum to voice their
concerns and opinions to avoid
misunderstandings.
Importance of Leadership:

2. Creates A Better Work Environment

- L creates an atmosphere of trust and
respect.
- Employee morale is higher in workplaces
with strong management, leading to stronger
workplace relationships, simply because they are
motivated.
I –D. Importance of Leadership:

3. Improves Productivity
• A successful leader makes all the difference in a
team’s productivity. When employees feel excited
about the work they’re doing, they are more likely
to be productive. On the other hand, a poor leader
can cause employees to become disengaged and
uninterested in their work. A team that is led
effectively will be more productive, efficient, and
successful overall.
I –D. Importance of Leadership:

4. Increases Efficiency
• A productive leader can help to improve efficiency
by getting the most out of their team. Leaders can
help improve efficiency by ensuring everyone is
working towards the same goal and doing what
they do best. They can provide guidance and
direction while delegating tasks to make the most
of everyone’s strengths.
I –D. Importance of Leadership:

5. Decreases Mistakes
• A capable leader is essential for any workplace
that wants to minimize mistakes and run
smoothly. This is especially important in high-
pressure environments where mistakes can
have serious consequences. A leader needs to
be able to identify potential problems early on
and quickly resolve them.
I –D. Importance of Leadership:

6. Motivates Employees
• Good leaders know how to effectively motivate their
employees. They understand that people are
different and that what works for one person may not
work for another. As a result, they take the time to get
to know their team members and discover what
works best for them. This can then create a more
motivated group of employees who are excited about
their own strengths and workplace contributions.
I –D. Importance of Leadership:

7. Sets a Good Example For Others

• An effective leader knows that setting a good
example is one of the best ways to inspire others.
After all, people are more likely to follow someone
they see as a role model. By behaving in a way that
exemplifies the values and goals of their team or
organization, good leaders can show others what it
means to be a committed and successful member.
I –D. Importance of Leadership:

8. Creates A Strong Vision And Direction For The

Future
• A successful leader understands the importance of
having a solid vision and how to create one that will
guide their organization toward a bright future. Without a
clear vision, maintaining momentum or progressing
toward long-term goals can be challenging. A leader with
a strong vision can create a sense of direction and
purpose, helping to focus and energize an entire
organization.
I –D. Importance of Leadership:

9. Inspires Hard Work

• A great leader can instill a sense of purpose in
their team. When people feel like they are
working towards something bigger than
themselves, they are more likely to be willing to
put in the hard work required to achieve it. An
effective leader knows how to tap into this sense
of purpose and channel it into productive effort.
I –D. Importance of Leadership:

10. Helps Keep Employees On Track

• Once the company’s vision is well-articulated and
understood, sound leadership is essential to keep
employees focused on reaching that goal. This
means, clearly communicating the company’s
vision and objectives as progress is made and
changes occur, and then providing the necessary
support and resources for success.
Most important keys to effective
leader
1. Trust and confidence
2. Effective communication
- helping employees understand the overall
business strategy of the organization.
- helping workers understand how they help
achieve the organizational goals.
- sharing information with workers on how the
organization is doing and how its own group of
employees is doing
Leadership Principles
1. Know yourself and seek self-improvement
 reinforce your attributes. This can be done by self-study,
formal classes, reflection, and interaction with others.
In knowing self and seeking self-improvement, leaders
must:
a. Evaluate their selves by using the leadership traits and
determine their strengths and weaknesses.
b. must understand the “be”, “know”, and “do”, attributes.
c. must work to improve their weaknesses and utilize their
strengths.
d. By knowing their selves, and their experience and
knowledge of group behavior, they can determine the best
way to deal with any given situation.
Leadership Principles
2. Be technically and Tactically Proficient
We can’t give that which we don’t have.
We can’t make the things we don’t know right.
Thus, leaders must;
a. Know their job and have a solid familiarity
with their subordinates’ tasks.
b. Demonstrate their ability to accomplish the
mission.
Leadership Principles
3. Seek Responsibility and Take Responsibility for
your Actions
Leaders must:
a. Look for ways to drive the organization to new
heights.
b. Must use initiative and sound judgement when
attempting to perform jobs which are not needed by
grade.
c. Must issue all directions in their own name.
Leadership Principles
4. Make sound and timely decision
Leaders must:
a. Use good problem solving, decision making,
and planning tools.
b. Seek their subordinates’ advice and
suggestions wherever possible before making
the decisions.
c. Announce decisions in time to allow the
required plans to be made by subordinates
Leadership Principles
5. Set the Example
Leaders must:
a. Be a good role model for your employees.
They must not only hear what they are
expected to do, but also see.
b. Behave themselves so that their personal
habits are not open to criticism.
c. Avoid showing favoritism to any subordinate.
Leadership Principles
6. Know your people and look out of their
welfare
Leaders should:
a. Know human nature, and the importance of
caring genuinely for each subordinates. It is one
of the concepts, which is most important.
b. Be accommodating.
c. Provide ample time for leisure and focus on
participation.
Leadership Principles
8. Develop a sense of responsibility in your
subordinates
Leader must:
a. Help develop good character qualities that will assist
them in carrying out their professional duties.
b. provide them with the opportunity to develop their
careers.
c. Acknowledge the achievements of your subordinates
when they show initiatives and creativity.
Leadership Principles
9. Ensure that task are understood,
supervised, and accomplished.
Leader must:
a. Ask your subordinates if there is any question or
confusion about the mission or task/s to be done.
b. Monitor the execution of your orders and ensure
that your subordinates have the resources
necessary to carry out the tasks or assignment.
Leadership Principles
7. Keep your subordinate inform
To promote efficiency and morale, a leader
should:
a. Inform the subordinates of all happenings in
the organization and give reasons why
things should be done.
b. Explain whenever possible why they must do
the activities and how they plan to do them.
Leadership Principles
10. Train as a team
- leaders must ensure that his subordinates work
in synergy.
“There is a (division of work) and every
subordinate knows his/her role and responsibilities
within the context of the team.”
Teamwork is a bidirectional road. Individual
subordinates give their best and the team provides
security, appreciation and a sense of accomplishment
to the subordinates in exchange.
Leadership Principles
11. Employ your command in
accordance with its capabilities
As a leader must:
a.Keep himself updated as to the
operational effectiveness of the team.
b.Analyze all assigned tasks.
Supervision for leaders
Supervision – maintains an understanding of the
situation and ensures proper implementation of plans and
policies.
Includes:
1. Giving guidance
2. Reviewing the performance of a job.

Small supervisory unit – micro-management

Over supervision – leads to miscommunication, lacks
coordination.
Evaluation
- evaluating the value, quality, or significance of
people, ideas, or things.
This involves looking at the ways people
accomplish a task. This means receiving feedbacks
and understanding feedback on how well everything is
being done.
Ex:
A – priorities must be done today.
B - priorities must e done tomorrow.
C – priorities need to be followed up within a week.
Inspiring subordinates
- to “breath life in.”
Three main actions to inspire subordinates:
1.Be passionate
– a leader must have a great enthusiasm
about a project.
- express your excitement to work on the
project.
Inspiring subordinates
2. Involve subordinates in the decision-
making process.
- value their opinions or listen to them
and integrate their suggestions.
Inspiring subordinates
-4 3. Know what your organization is
about.
“The army is not made by people. The
army is people. Every decision we make is a
people issue.”
General Creighton W. Abrams
The primary responsibility of a leader is to grow
people and encourage them to attain their full
potential.
Training and Coaching
Training – is a structured lesson designed to give
people the knowledge and skills to perform a task.
Coaching – is a process designed to help the
employee develop more expertise and resolve
obstacles to improving job performance.

“ First you train people with a great deal of

technical support and then you teach them with
motivational tips”
Training and Coaching
Two different viewpoints in coaching
1. coaching to lead others.
2. being coached to achieve self-
improvement.
Learning
- is the process of acquiring new understanding,
knowledge, behaviors, skills, values, attitudes, and
preferences.

Conditions of Learning
a. The person must be motivated to learn – (your
people/workers must be inspired.)
b. Involve your subordinates in the process – (conduct
lecture for at least 15 - 25 minutes and then practice
them.
Six points of leadership power
1.Coercive power – power that is based
on fear.
“a person with coercive power can
make things hard for humans.”
Why? Employees who work under a
coercive boss are unlikely to commit
themselves and are more like to resist the
manager.
Six points of leadership power
2. Reward power – compliance achieved based on the ability
to distribute rewards which others find important.

3. Legitimate power – the person has the right to expect you

to comply with valid demands, given his or her status and your
job responsibilities.

4. Expert power – influence based on special skills or

knowledge.
Meaning, “expert influence is the most firmly and regularly
connected to productive output of subordinates.”
Six points of leadership power
5. Referent power – influence based on individual
or desirable possession of wealth or personal traits.
Sometimes this is seen as beauty, elegance, or
appreciation. Meaning, you like the individual and
you want to do things for him or her.

6. Informational Power – providing information

to others which leads to thinking or acting in a new
way.
Significance of Self-Control in
Leadership
The CYCLONE …

“He who is slow to anger is better than the

mighty and he who rules his spirit, than he who
captures a city.” Proverbs 16: 32

Leaders being influential individuals within the

organization and having the greatest impact on the
lives of their people, must learn and exercise self-
control
Leadership Styles /
Philosophy /principle

1. Autocratic Leadership
Philosophy / authoritarian
- This type of leader does not consider other
perspectives when making decisions and
delegates responsibilities to direct reports.

“a management style where the leader takes

complete control over all decision-making.”
Leadership Philosophy
Examples

2. Delegative Leadership
Philosophy / laissez-faire leadership
This type empowers all team members to
make decisions, which fosters a sense of
autonomy/self-sufficiency.
“is a philosophical approach that promotes
delegation and sharing responsibilities.”
10 Leadership Philosophy
Examples
3. Democratic Leadership
Philosophy
This leadership style values the opinions
of their constituents and makes sure that
everyone’s voice is heard.

“is supportive and innovative – the

opposite of autocratic leadership.”
Leadership Philosophy
Examples

4. Learning Leadership Philosophy

- this style of philosophy promote a
culture of continuous learning that
encourages growth.

“Leaders who use this approach typically

make decisions based on data and evidence.”
10 Leadership Philosophy
Examples
5. Managerial Leadership Philosophy
- Managerial leaders may adopt elements of
other leadership styles, such as democratic
leadership, transactional leadership and strategic
leadership.

“These leaders can lead and influence others,

while maintaining the organizational structure of
the team.”
Leadership Philosophy
Examples
6. Participative Leadership Philosophy
-The participative leadership philosophy is a
form of democratic leadership that sets up a team
structure where all members are encouraged to
speak their minds and engage in decision-making.

“This leadership style works best in organizations where

everybody has a defined role and does not need
significant oversight.”
Leadership Style / Philosophy
7. Solution-Based Leadership
Philosophy
- Solution-based leadership
prioritizes problem-solving. (there is
delegation)

“a leader develops action plans with

defined solutions and outcomes.”
Leadership Philosophy
Examples
8. Strategic Leadership Philosophy
- are leaders who can envision and
communicate a clear vision and long-
term plan for a team or organization.

“They have goals, talent, resources and

processes.”
Leadership Philosophy
Examples

9. Transactional Leadership
Philosophy
- a leadership philosophy approach
that emphasizes a structured and
results-driven approach.
“this style, leaders set clear expectations for
performance and reward team members based on
their success.”
Leadership Philosophy
Examples
10. Transformational Leadership
Philosophy
- is often referred to as a hands-on
approach to leadership.

“this approach, a leader sets goals and

challenges for their team.”
Ethics in Leadership
“An ethical leader is someone who lives
and dies for integrity. Doing the right
thing, even when it hurts.”
Heather R. Younger
Ethics
- is about the type of values and morals
that a person or a community finds
acceptable or necessary.

- concerned with the morality and

actions of individuals.
Ethical Leadership
- is leadership motivated by respect for
ethical beliefs and values, and other
people’s integrity and rights.

( ethical leadership produces a variety of

positive results and reduces the risk of many
negative results.)
How to become an Ethical
Leader?
a. Define and align your values
- “Treat others how you want to be
treated”
- “Always say “thank you”
-”Help those who are struggling”
(dance with the music)
How to become an Ethical
Leader?
b. Champion the importance of ethics.
focus on the overall significance of ethics,
including ethical standards and other issues, and
how those factors that influence society.
(educating peers is very important)
c. Hire people with similar values.
- establish a common ground with your
workers.
(it can be done during hiring process and it
can be sustained through a declaration of vision)
How to become an Ethical
Leader?
d. Promote open communication.
- be open with every decision you make and
seek input to your team. (individual differences)
- relationships of quality appear to be
founded upon honesty, justice, dignity,
transparency, compassion and respect.

e. Beware of Bias
- be an open-minded leader
How to become an Ethical
Leader?
f. Lead by example.
- respect your peers by practicing and
demonstrating the use of ethical, truthful and
unselfish conduct.
(actions always speak louder than voice)
g. Find your role models.
- identify strong and powerful leaders and
incorporate into your own style of leadership.
How to become an Ethical
Leader?
h. Care for yourself so you can care for others.
- “you can’t pour from an empty cup”
- fulfill your own needs such as sleep, nutrition
and a true relationship with loved ones because a
leader who is happy and satisfied with love seeks
peace and fulfillment for those they lead.

Calm and competent disposition – the

cornerstone for strong leadership,
 Impacts of Ethical Leadership
- ethical leaders will help to build a healthy
atmosphere through constructive partnerships at three
levels:
a. the individual b. the team c. the organization

1. The wellbeing 2. The energy of 3. The health of

of the individual the team the organization
- EL has the responsibility - EL has behavioral - the value of maintaining
for maintaining a positive control and co-operation the positive mindset in
working environment. within the team. the workplace.
- EL leads by example - work as a team (show respect for each
other and value the views
of others)
The 4-V model of ethical leadership
1. Values 2. Vision 3. Voice 4. Virtue

- aims to reconcile internal beliefs and values for a

common good with external behaviors and actions.

- these characteristics help to build a strong

ethical leader.

(as a result: positive, inclusive and fulfilling).

Values Formation in Leadership

Values:
- plays an important role in acts and performance.
- are personal

Reasons why values matter to leaders:

1. Values guide your decision
- choose values that only affect you and those
that impact many others.
Reasons why values matter to
leaders:

2. Values strengthen your ability to influence

- associate with your belief
- communicate with your passion
3. Values create clarity
- be cheerful
- clarity will be achieved when you are clear about
your beliefs.
Reasons why values
matter to leaders:
4. Values reduce stress
- living from your values is a
great way to reduce stress.
ex: (clear first the issue and talk
professionally).
5. Values guide your actions
- behave, recognize and then act
upon your beliefs.
III- Understanding Management

Management is a set of principles - is an art of knowing

relating to the roles of planning,
coordinating, directing and regulating
what to do, when to do
and the implementation of those and see that it is done
principles in the efficient and effective in the best and
use of physical, financial, human and
information capital to achieve cheapest way.
organizational objectives.
Management as a process

Purpose:
• To rise client’s satisfaction with the
services the company provides
• Develop personal experience, abilities
and capacity, or
• Accomplish a particular goal.
Activity Management
Practice of recording personnel’s day-by-day
accomplishments in an order in which they are done.

Elements of ideal activity management label:

1. The activity ( brief description of what to do).
2. Type of activity (whether it is meeting . . .)
3. Name of the task
4. Title of project
5. Name/category of project
6. Time length of the activity
7. Date of the task
Importance of activity management

It gives both the

It helps to organize It also helps to avoid
employer and the
and emphasize the miscommunications
employees,
importance or and mistakes of task
information on the
relevance of the repetition in the
performance of the
task at hand. workplace.
personnel involved.
Management as
Discipline

It is a discipline because it includes learning the

procedures and values required to perform official
administrative duties. Also, it is being taught
(management certification).

Management as an Art
Art is a structured body of knowledge that
requires imagination and expertise.
Art is taught and put into practice. It requires
skills and imagination.
 Management as a group
Administrative functions are not performed by
one person alone.

A community composed of people with specific

knowledge of the organization or managerial roles will
work together to manage a business.

1. Police Force (the Chief is the manager…)

2. In business (management involves the top-level managers
Example:
who are the company’s decision makers, binding on other
managers and employees at lower levels.
Management as a Science
 Science is involved in everything used to classify a field.
Example:
 Science establishes the relation of cause and effect between variables .
 Scientific concepts are formulated using the standard scientific
methods that involve testing.
 The method involve testing and checking via a series of test.

Feature:
 Science (scientific principle)
 Management (fundamental principles) like; unity of command principle.
Management as Profession
Profession/career in which it acquires knowledge and
training.

Requirements:
schooling, eligibility, master’s degree, etc…
III – Leaders and Managers: Difference,
Characteristics and Qualities
A. Manager
a person in the organization who directs the activities of others.
Different Levels:
1. First line managers - they are usually called supervisors /
foremen.
2. Middle level managers - comprises all management levels bet
the organization’s supervisory level and top level. Sometimes
called functional managers. Ex: heads of plants, managers of
projects. . .
3. Top managers – they are the ones responsible for making
organizational decision and setting policies and strategies which
affect all aspects of the organization.
Managerial Functions
1. Planning – this is necessary to set goals and to develop
strategies for organizing activities.
2. Organization – It assist in deciding the task to be
performed, how to do them, how to organize the tasks
and where to make decision.
3. Staffing – this is important for employing different
types of people and performing different activities such
as training, growth, evaluation, compensation, welfare…
4. Directing – this requires that subordinates be given
instructions and motivated to achieve their goals.
5. Controlling – this is monitoring practices to ensure that
the works perform the tasks as scheduled, and to
correct any major deviations.
Three Essential Skills or Competencies
of a Manager
1. Technical Skills – managers must be able to work
with the resources, equipment, strategies, procedures
or the technical skills.
2. Human Skills – Managers must have the ability to
work well with other people both individually and in a
group.
3. Conceptual Skills – managers need to be able to
integrate and organize the different activities.
- managers must be able to think of abstract ideas.
Note: conceptual competencies are important in decision-
making.
Qualities of a Manager
1. Educational Competence – a manager has to have
adequate and outstanding preparation. Ex: Educational
qualifications, management education, training, etc.
2. Intellectual Quality – managers should have a higher
level of intelligence relative to others, because they have
more roles in the organization.
3. Leadership Ability – a manager has to be able to direct
and motivate people working within the business. This
qualities inspire workers to improve their performance and
function to their full capacity.
D. Qualities of a Manager

4. Training – a manager must develop

organizational competencies. Include: technical
skills, human skills, and logical abilities.
5. Technical knowledge and skills – a manager
should have technical knowledge of the
organization’s job and other task.
6. Mental Maturity – a manager should be polite,
good listener and quick to response to situations.
He should remain calm with his subordinates.
D. Qualities of a Manager
7. Positive Attitude – a manager should be sensitive
and optimistic to different suggestions and make rational
choices. He should not prejudge issues and should not
take sides.
8. Self- Confidence – a manager should have the
faith/belief in himself. He should stick to his decisions and
put them into practice.
9. Foresight – a manager has to make a decision not
just for the present but also for the future.
- a manager should foresee what will happen in the
future and plan the organization for the circumstances to
face.
Modern Challenges for Managers
1. Challenges on Information Technology (IT).
a. Managers are expected to use technology to carry
out their work and produce desired result.
b. Managers need to know how to communicate
with IT experts to evaluate the most appropriate
solutions for the job to be done.
c. Managers need to determine the best way to
network the infrastructure of an entity, and also decide
which network information will be accessible to whom
and what kinds of protection are needed to protect the
network.
Modern Challenges for Managers
2. Challenges on Globalization
a manager must formulate his plans by keeping the
word economy in perspective. He has to get the company
ready to face the new competition.
B. Leader
 a person who rules, guides, or inspires others.
 the person who leads or commands a group, organization, or country.

Skills / Qualities of a Leader:

The qualities of a leader are essential in guiding and
inspiring teams, setting a positive example, and achieving
goals.
1. Vision and Strategic Thinking
• Leaders set a vision for the future and develop strategies to
achieve it.
• Strategic thinking helps leaders anticipate challenges, adapt
to change, and position their teams for long-term success.
Skills / Qualities of a Leader:

2. Communication Skills
• Clear, concise, and open communication helps leaders convey
ideas, set expectations, and give constructive feedback.
• Listening is equally important, as it fosters understanding and
trust with team members.

3. Integrity
A good leader is honest, ethical, and trustworthy. They
uphold strong moral principles, which helps build trust within
the team and foster a positive work culture.
Skills / Qualities of a Leader:
4. Empathy
• Understanding and sharing the feelings of others creates
stronger connections. Empathetic leaders understand the
individual needs and concerns of their team, showing
genuine care for their well-being.
5. Emotional Intelligence (EQ)
• The ability to understand and manage one’s own emotions
and empathize with others.
• Emotional intelligence is crucial for resolving conflicts,
managing stress, and creating a positive team atmosphere.
Skills / Qualities of a Leader:
5. Adaptability
• Leaders who are flexible and open to change can better navigate
dynamic environments.
• Adaptable leaders inspire resilience within their teams and
encourage a growth mindset.
6. Decisiveness
Leaders make informed decisions promptly. They
analyze available information, consider various perspectives,
and act decisively to move forward.
7. Accountability and Responsibility
• Leaders take responsibility for both successes and setbacks and
hold themselves and others accountable.
• This builds trust and sets a standard of excellence within the team.
Skills / Qualities of a Leader:

8. Inspiring and Motivating others

Leaders should inspire enthusiasm, motivate team members, and
provide purpose to encourage high performance. This includes
recognizing accomplishments and supporting team members’ personal
growth.
9. Confidence
Confidence in their abilities and decisions is crucial for a leader.
This quality instills confidence in their team and reinforces a sense of
direction and stability.
10. Decision-Making and Problem-Solving
Leaders often make critical decisions and need to evaluate
risks, consider multiple perspectives, and act decisively.
Effective problem-solving skills help leaders identify issues
and generate solutions swiftly.
Skills / Qualities of a Leader:
11. Delegation
• Knowing when and how to delegate tasks allows leaders
to manage workload, empower team members, and
maximize productivity.

12. Continuous Learner

Leaders seek personal and professional growth.
They are open to learning from experiences, feedback,
and new information, continually developing themselves
and their skills.
Skills / Qualities of a Leader:
13. Conflict Resolution
• Leaders often mediate disputes and should
handle conflicts in a way that promotes
fairness and team cohesion.
14. Time Management
• Managing time efficiently allows leaders to
prioritize tasks and focus on high-impact
activities, setting an example for their team.
Shared Character traits of leader and manager:
1. Decision-Making Ability
Both need to make critical decisions that affect their team or
organization. They analyze situations, consider possible outcomes, and
choose the best course of action.
2. Communication Skills
Leaders and managers must communicate clearly and effectively.
They both need to ensure that goals, expectations, and feedback are
well understood by their teams, fostering clarity and collaboration.
3. Accountability
Leaders and managers both hold themselves and others
accountable. They take responsibility for outcomes, whether positive or
negative, and strive to maintain a high standard of performance.
Shared Character traits of leader and manager:

4. Problem-Solving Skills
Both roles often require quick thinking and solution-oriented
approaches. They identify problems, analyze causes, and implement
strategies to resolve issues efficiently.
5. Goal-Oriented
Leaders and managers focus on setting and achieving goals.
They create plans, allocate resources, and motivate their teams to
reach milestones that support the organization’s objectives.
6. Integrity and Ethics
Trustworthiness is essential in both roles. By upholding ethical
standards and acting with integrity, leaders and managers earn
respect and build trust within their teams.
Shared Character traits of leader and manager:

7. Organizational Skills
Both leaders and managers must be organized to
plan, coordinate, and execute tasks effectively. They
need to manage time, resources, and priorities to keep
everything on track.
8. Team Orientation
Both prioritize teamwork and collaboration. They
recognize the strengths of team members, foster a
collaborative environment, and work to create a positive
team culture.
Shared Character traits of leader and manager:

9. Motivational Skills
Both leaders and managers motivate their teams,
although they may do so differently—leaders often
inspire with vision, while managers may encourage
through structure and recognition.
10. Adaptability
Both need to be flexible and open to change.
Whether adjusting plans or adopting new strategies,
leaders and managers must be adaptable to keep up with
evolving demands.
Leadership Principles
1. Know yourself and seek self-improvement
 reinforce your attributes. This can be done by self-study,
formal classes, reflection, and interaction with others.
In knowing self and seeking self-improvement, leaders
must:
a. Evaluate their selves by using the leadership traits and
determine their strengths and weaknesses.
b. must understand the “be”, “know”, and “do”, attributes.
c. must work to improve their weaknesses and utilize their
strengths.
d. By knowing their selves, and their experience and
knowledge of group behavior, they can determine the best
way to deal with any given situation.
Leadership Principles
2. Be technically and Tactically Proficient
We can’t give that which we don’t have.
We can’t make the things we don’t know right.
Thus, leaders must;
a. Know their job and have a solid familiarity
with their subordinates’ tasks.
b. Demonstrate their ability to accomplish the
mission.
Leadership Principles
3. Seek Responsibility and Take Responsibility for
your Actions
Leaders must:
a. Look for ways to drive the organization to new
heights.
b. Must use initiative and sound judgement when
attempting to perform jobs which are not needed by
grade.
c. Must issue all directions in their own name.
Leadership Principles
4. Make sound and timely decision
Leaders must:
a. Use good problem solving, decision making,
and planning tools.
b. Seek their subordinates’ advice and
suggestions wherever possible before making
the decisions.
c. Announce decisions in time to allow the
required plans to be made by subordinates
Leadership Principles
5. Set the Example
Leaders must:
a. Be a good role model for your employees.
They must not only hear what they are
expected to do, but also see.
b. Behave themselves so that their personal
habits are not open to criticism.
c. Avoid showing favoritism to any subordinate.
Leadership Principles
6. Know your people and look out of their
welfare
Leaders should:
a. Know human nature, and the importance of
caring genuinely for each subordinates. It is one
of the concepts, which is most important.
b. Be accommodating.
c. Provide ample time for leisure and focus on
participation.
Leadership Principles
7. Keep your subordinate inform
To promote efficiency and morale, a leader
should:
a. Inform the subordinates of all happenings in
the organization and give reasons why
things should be done.
b. Explain whenever possible why they must do
the activities and how they plan to do them.
Leadership Principles
8. Develop a sense of responsibility in your
subordinates
Leader must:
a. Help develop good character qualities that will assist
them in carrying out their professional duties.
b. provide them with the opportunity to develop their
careers.
c. Acknowledge the achievements of your subordinates
when they show initiatives and creativity.
Leadership Principles
9. Ensure that task are understood,
supervised, and accomplished.
Leader must:
a. Ask your subordinates if there is any question or
confusion about the mission or task/s to be done.
b. Monitor the execution of your orders and ensure
that your subordinates have the resources
necessary to carry out the tasks or assignment.
Leadership Principles
10. Train as a team
- leaders must ensure that his subordinates work
in synergy.
“There is a (division of work) and every
subordinate knows his/her role and responsibilities
within the context of the team.”
Teamwork is a bidirectional road. Individual
subordinates give their best and the team provides
security, appreciation and a sense of accomplishment
to the subordinates in exchange.
Leadership Principles
11. Employ your command in
accordance with its capabilities
As a leader must:
a.Keep yourself updated as to the
operational effectiveness of the team.
b.Analyze all assigned tasks.
Contemporary leadership issues and
challenges:
1. Managing Change
Leaders today face rapid changes in technology, globalization,
and work practices. Adapting to and guiding teams through these
changes is essential.
2. Workforce Diversity
Increasing diversity in the workplace requires leaders to be
inclusive, understanding different perspectives, and fostering a
culture of respect and equality.
3. Ethical Leadership
With increased scrutiny on ethical practices, leaders need to
maintain high ethical standards and make decisions that consider
the broader impact on society and the environment.
Contemporary leadership issues and
challenges:
4. Remote and Hybrid Work Management
With the rise of remote and hybrid work models, leaders must
find effective ways to manage teams, maintain communication, and
build team cohesion across distances.
5. Cultural Competence
As companies become more global, leaders need to be
culturally aware and sensitive to manage a workforce that may
come from diverse cultural backgrounds.
6. Mental Health and Well-being
Leaders are increasingly expected to consider the mental
health and well-being of their employees, promoting work-life
balance and a supportive work environment.
Leadership Role
1. Visionary 9. Role Model
2. Coach or Mentor 10. Delegator
3. Strategist 11. Resource Manager
4. Decision-Maker
5. Communicator
6. Problem Solver
7. Change Agent
8. Team Builder
Difference between a leader and a
manager
1. Focus on Vision vs. Focus on Execution
• Leader: Primarily focuses on creating a vision for the future,
inspiring people to pursue ambitious goals, and setting a
course that aligns with a broader purpose.
• Manager: Concentrates on executing established plans,
organizing resources, and ensuring day-to-day operations run
smoothly. They work within the framework of existing goals
and are tasked with meeting specific objectives.
Difference between a leader and a
manager
2. Inspiration vs. Supervision
• Leader: Motivates and inspires team members, encouraging
innovation, creativity, and a sense of purpose. Leaders often
connect with team members on an emotional level.
• Manager: Supervises and oversees processes to ensure that
tasks are completed correctly and efficiently. Managers are
more concerned with structure, control, and maintaining
standards.
Difference between a leader and a
manager
3. Risk-Taking vs. Risk Management
• Leader: Willing to take calculated risks and push boundaries
to achieve progress and create change. Leaders often see
risks as opportunities for growth.
• Manager: Focuses on minimizing risks, maintaining stability,
and controlling outcomes to avoid disruptions. Managers
prioritize consistency and predictability.
Difference between a leader and a
manager
4. Change vs. Stability
• Leader: Acts as a change agent who encourages team
members to embrace change, adopt new approaches, and
think creatively. Leaders look forward, seeking continuous
improvement.
• Manager: Emphasizes stability and efficiency, working to
maintain order and reduce unpredictability. Managers
implement the systems that keep operations running reliably.
Difference between a leader and a
manager
5. People-Oriented vs. Task-Oriented
• Leader: Prioritizes people, building relationships, nurturing
team dynamics, and fostering a positive culture. Leaders value
collaboration, emotional intelligence, and personal growth.
• Manager: Primarily task-oriented, focusing on planning,
organizing, and directing tasks to achieve specific goals.
Managers ensure that team members perform their duties
effectively and meet performance metrics.
Difference between a leader and a
manager
6. Long-Term Vision vs. Short-Term Goals
• Leader: Envisions and strategizes for the future, focusing on
long-term impact and progress. Leaders often work toward
goals that may take years to achieve.
• Manager: Works within shorter timeframes, concentrating on
immediate goals, meeting deadlines, and ensuring projects
are delivered on schedule.
Difference between a leader and a
manager
7. Influence vs. Authority
• Leader: Relies on influence, persuasion, and the ability to
inspire to gain followers. Leaders may or may not hold formal
authority; their power often comes from trust and respect.
• Manager: Relies on formal authority and positional power to
direct team members. Managers often have clear reporting
structures and are responsible for enforcing policies.
Difference between a leader and a
manager
8. Flexible Approach vs. Structured Approach
• Leader: Tends to be flexible, adaptive, and willing to pivot
when necessary. Leaders encourage exploration, creativity,
and adaptability in their team members.
• Manager: Emphasizes structured processes, rules, and
systems to ensure consistency and efficiency. Managers create
detailed plans and work to keep processes within predefined
guidelines.
Difference between a leader and a
manager
9. Developing Potential vs. Optimizing Productivity
• Leader: Invests in developing the potential and skills of each
team member, often acting as a mentor. Leaders prioritize the
personal and professional growth of their team.
• Manager: Focuses on maximizing productivity and efficiency.
Managers prioritize output, deadlines, and efficiency in
meeting organizational targets.
Difference between a leader and a
manager
10. Creating a Culture vs. Enforcing Standards
• Leader: Shapes the organizational culture, setting the tone
and defining values that guide team behavior.
• Manager: Works within the established culture and enforces
standards, ensuring adherence to policies and practices.
IV – Leadership and Management Styles:

A. Type of Leaders / Leadership Style

refers to the methods leaders use to engage
with,
motivate, and direct their workforce.

1. Autocratic Leader
• Makes decisions independently and expects team
members to follow instructions without input.
• Focuses on control, structure, and authority, which
can be effective for quick decision-making in crisis
situations.
2. Democratic (Participative) Leader
• Encourages team involvement and values
input from all members in decision-making
processes.
• Builds a collaborative work environment and
fosters a sense of team ownership.
3. Transformational Leader
• Inspires and motivates team members to
exceed expectations by setting a compelling
vision and encouraging personal growth.
• Focuses on creating positive change within an
organization and is often highly influential.
4. Transactional Leader
• Emphasizes structure, rewards, and penalties
to manage team performance and
productivity.
• Sets clear goals and closely monitors
progress, rewarding achievements and
addressing underperformance.
5. Servant Leader
• Prioritizes the needs and development of
team members, emphasizing empathy,
listening, and ethical behavior.
• Sees their role as supporting the team and
helping them grow personally and
professionally.
6. Laissez-Faire (Hands-Off) Leader
• Provides minimal supervision and allows
team members to make most decisions.
• Best suited for highly skilled, self-
motivated teams where independence
can drive innovation.
7. Charismatic Leader
• Uses personal charm, enthusiasm, and
inspiration to influence and motivate
others.
• Builds strong, emotional connections with
team members and often drives a high
level of engagement.
8. Visionary Leader
• Focuses on setting a long-term vision and
inspiring others to pursue future goals.
• Helps team members see the bigger
picture and aligns their efforts toward a
shared mission.
9. Situational Leader
• Adapts leadership style to the specific
situation, task, or individual needs of team
members.
• May shift between autocratic, democratic,
or laissez-faire styles based on what’s most
effective in each moment.
10. Bureaucratic Leader
• Follows established rules, procedures, and
policies strictly and expects others to do the
same.
• Ensures a structured, predictable
environment, making it suitable for highly
regulated fields.
11. Pacesetting Leader
• Sets high standards and expects excellence,
leading by example and pushing the team to
achieve similar levels of performance.
• Works well with self-motivated, high-
performing teams but can create stress or
burnout in others due to demanding
expectations.
12. Coaching Leader
• Focuses on individual development,
helping team members build their
skills, knowledge, and confidence.
• Guides rather than directs, providing
feedback and support to foster
growth and learning.
C. Difference of leadership and management:
1. Vision and Goals
• Leadership: Leaders create and communicate a compelling
vision of the future. They inspire people to work toward that
vision, even if it requires changing current practices.
Example: A CEO shares a bold vision of making the company the
most sustainable in the industry, motivating employees to
innovate and adopt environmentally friendly practices.
• Management: Managers focus on setting, achieving, and
optimizing specific goals that align with the organization’s vision.
They aim to execute the vision through practical, step-by-step
plans.
Example: A project manager sets quarterly objectives, delegates
tasks, and monitors progress to ensure the project aligns with
the company’s sustainability goals.
C. Difference of leadership and
management:
2. Focus on Change vs. Stability
• Leadership: Leaders are agents of change, pushing for innovation
and encouraging the organization to adapt to external shifts.
Example: A tech leader embraces AI to streamline processes,
persuading their team to adopt new skills and keep up with the
technological trends.
• Management: Managers emphasize stability, ensuring that
processes and resources remain consistent and that the
organization remains productive.
Example: A manufacturing manager implements quality control
protocols to ensure consistent product quality, reducing variations
in output.
C. Difference of leadership and
management:
3. Orientation: People vs. Tasks
• Leadership: Leaders focus on people, understanding their needs,
inspiring them, and empowering them to achieve personal and
collective goals.
Example: A department head holds regular meetings with team
members, encourages open dialogue, and helps them overcome
personal and professional obstacles.
• Management: Managers are task-oriented, focusing on organizing
resources, schedules, and tasks to ensure efficient output.
Example: A restaurant manager schedules shifts, assigns roles,
and ensures that all staff are clear on daily duties to keep
operations smooth.
C. Difference of leadership and
management:
4. Risk-Taking and Decision-Making
• Leadership: Leaders are more willing to take risks and explore new
opportunities. They trust their intuition and are comfortable with
uncertainty.
Example: An entrepreneur decides to pivot the company’s business
model based on emerging customer trends, even if it’s a risky
move.
• Management: Managers prefer minimizing risks by making data-
driven, calculated decisions to maintain control and ensure
consistent outcomes.
Example: A financial manager relies on historical data to make
conservative investment decisions that avoid high-risk ventures.
C. Difference of leadership and
management:
5. Authority and Influence
• Leadership: Leaders gain influence through charisma, inspiration,
and their ability to communicate a shared vision. They build trust
and empower followers.
Example: A community leader rallies people to participate in a
local cleanup by inspiring pride in their neighborhood, leading by
example, and encouraging volunteers.
• Management: Managers rely on positional authority to direct tasks
and enforce rules. They expect adherence to established processes.
Example: A warehouse supervisor assigns tasks and enforces
safety regulations, relying on their role to ensure compliance
among staff.
C. Difference of leadership and
management:
6. Approach to Problem-Solving
• Leadership: Leaders encourage creative solutions and foster an
environment where team members can experiment and innovate.
Example: A software team leader encourages brainstorming
sessions where team members can share unconventional solutions
to coding challenges.
• Management: Managers focus on analyzing and solving problems
efficiently, often using proven methods and structured approaches.
Example: A call center manager develops scripts for common
customer complaints to streamline solutions and reduce call times.
C. Difference of leadership and
management:
7. Short-Term vs. Long-Term Focus
• Leadership: Leaders often have a long-term perspective, keeping an
eye on the future and aligning their strategies with long-term goals.
Example: A university president focuses on long-term goals like
improving global ranking by investing in research and
infrastructure.
• Management: Managers tend to focus on achieving short-term
objectives, ensuring that daily tasks contribute to immediate goals.
Example: An event planner focuses on coordinating logistics,
meeting deadlines, and ensuring the success of the upcoming
event.
C. Difference of leadership and
management:
8. Role in Team Development
• Leadership: Leaders focus on personal and professional
development, often serving as mentors and motivators.
Example: A senior executive conducts career development
sessions, helping team members identify growth opportunities
and work toward personal goals.
• Management: Managers focus on developing skills specific to
job requirements, providing training that enhances team
performance within current roles.
Example: A sales manager provides training on effective
negotiation techniques to improve monthly sales
performance.
Summary Table of Key
Differences:
Aspect Leadership
Sets and inspires a
Management
Executes and manages
Vision
vision plans
Focuses on change andFocuses on stability and
Change vs. Stability
innovation order
People vs. Task People-oriented Task-oriented
Risk-Taking Willing to take risksRisk-averse
Based on charisma andBased on authority and
Influence
trust rules
Encourages creative Uses structured, proven
Problem-Solving
solutions methods
Focus Long-term vision Short-term goals
Provides skill-specific
Team Development Empowers and mentors
training
 1. Top-Level Managers
(Executive Managers)
D. Type of managers
Managers can • Role: Set overall goals and
be categorized based strategic direction for the
on their roles, organization.
responsibilities, and • Responsibilities: Make high-level
levels within an decisions, develop company
policies, and represent the
organization. organization to stakeholders.

Examples: CEO, President, Vice

President, Chief Operating Officer
(COO).
 2. Middle-Level Managers
Type of (Department Managers)
Managers
Role: Act as a link between top
Managers can management and operational
be categorized management, implementing policies and
strategies set by top managers.
based on their Responsibilities: Oversee specific
roles, departments or business units, manage
responsibilities, departmental resources, and set goals that
and levels align with organizational strategy.
Examples: Department Heads, Regional
within an Managers, Division Managers.
organization.
 Type of 3. First-Line Managers
Managers (Supervisory or Frontline
Managers)
Managers can Role: Directly manage non-
be categorized managerial employees and oversee
daily operations.
based on their
roles, Responsibilities: Ensure tasks are
responsibilies, completed, maintain quality
standards, and provide guidance to
and levels entry-level employees.
within an Examples: Team Leaders, Shift
organization Supervisors, Office Managers, Section
Heads.
 Type of 4. Functional Managers
Managers

Managers can Role: Manage a specific function or

be categorized area of expertise within the
organization.
based on their
roles, Responsibilities: Oversee specialized
areas like finance, marketing, or human
responsibilities resources, and ensure alignment with the
, and levels organization’s goals.
within an Examples: Marketing Manager,
organization. Human Resources Manager, Finance
Manager, IT Manager.
 Type of
Managers 5. Project Managers
• Role: Plan, execute, and
Managers can complete specific projects
be categorized within a set timeframe and
based on their budget.
roles, • Responsibilities: Coordinate
responsibilities, cross-functional teams, manage
resources, track project
and levels progress, and ensure projects
within an meet objectives.
organization Examples: Project Manager,
Product Development Manager,
Construction Project Manager.
 Type of
Managers 6. General Managers
• Role: Oversee multiple functions
Managers can or a complete business unit,
responsible for its overall
be categorized performance.
based on their • Responsibilities: Manage diverse
roles, aspects such as operations,
responsibilities, finance, and human resources
and levels within their area; often responsible
for profitability and performance of
within an the business unit.
organization Examples: General Manager of a
hotel, Retail Store Manager, Plant
Manager.
 Type of
Managers 7. Operations Managers
• Role: Focus on managing
Managers can production, quality, and
be categorized efficiency in the organization’s
based on their operations.
roles, • Responsibilities: Optimize
responsibilities, workflow, streamline processes,
and ensure resources are used
and levels effectively to meet production
within an targets.
organization Examples: Manufacturing
Manager, Warehouse Manager,
Supply Chain Manager.
 Type of
Managers 8. Sales Managers
• Role: Responsible for
Managers can achieving sales targets,
be categorized managing the sales team,
based on their and driving revenue growth.
roles, • Responsibilities: Develop
responsibilities, sales strategies, set targets,
and levels train the sales team, and
within an monitor performance.
organization
Examples: Sales Manager,
Regional Sales Manager,
Account Manager.
Type of 9. Product Managers
Managers • Role: Oversee the
development, launch, and life
Managers can cycle of a product or product
be categorized line.
based on their • Responsibilities: Define
roles, product vision, coordinate with
responsibilities, engineering, marketing, and
and levels sales, and ensure the product
within an meets market needs.
organization Examples: Product Manager,
Brand Manager, Product
Development Manager.
 Type of
Managers 10. Administrative
Managers
Managers can • Role: Manage and support the
be categorized administrative functions of the
based on their organization.
roles, • Responsibilities: Oversee
responsibilities, clerical tasks, manage office
and levels supplies, organize company
within an events, and ensure smooth
internal operations.
organization
Examples: Office Manager,
Administrative Services
Manager.
 Type of 11. Human Resources (HR)
Managers Managers
• Role: Oversee the recruitment,
Managers can training, and welfare of employees
within the organization.
be categorized
• Responsibilities: Manage hiring
based on their processes, develop policies,
roles, handle employee relations, and
responsibilities, ensure compliance with labor
and levels laws.
within an Examples: HR Manager, Talent
Acquisition Manager, Employee
organization Relations Manager.
 Type of
Managers 12. Financial Managers
• Role: Manage the financial
Managers can health of the organization by
be categorized planning and monitoring
based on their finances.
roles, • Responsibilities: Oversee
responsibilities, budgeting, financial reporting,
and levels and investment planning, and
within an ensure financial stability.
organization Examples: Financial Manager,
Controller, Budget Manager,
Treasurer.
 Type of
Managers 13. Innovation or Change
Managers
Managers can • Role: Drive and manage change
be categorized initiatives or innovation projects
based on their within the organization.
roles, • Responsibilities: Implement
new systems or processes,
responsibilities, manage organizational change,
and levels and support employees in
within an adapting to change.
organization. Examples: Change Manager,
Innovation Manager,
Transformation Manager.
 Type of
Managers 14. Customer Service
Managers
Managers can • Role: Ensure high-quality
customer service and satisfaction
be categorized by managing customer support
based on their teams.
roles, • Responsibilities: Address
responsibilities, customer issues, oversee support
and levels within staff, monitor customer feedback,
and implement improvement
an organization strategies.
Examples: Customer Service
Manager, Client Relations Manager.
VI – Police Organization,
Management and Administration
A. Definition of terms:
What is Organization?
- it is a form of human association for the
attainment of a goal or objective. It is the process of
identifying and grouping the work to be performed,
defining and delegating responsibility and authority
establishing relationships for the purpose of enabling
people work effectively.
A . Definition of terms:
What is Police Organization?
-is a group of trained personnel in the field of public
safety administration engaged in the achievement of
goals and objectives that promotes the maintenance of
peace and order, protection of life and property,
enforcement of the laws and the prevention of crimes.
A. Definition of terms:
What is management?
- encompasses the process of strategically
planning, organizing resources, coordinating efforts, directing acti
vities, and maintaining control
within an organization to achieve its intended goals and
objectives.

What is Police Management?

- the planning, organizing, directing, and controlling of
police resources and personnel to ensure effective and efficient
law enforcement operations.
A. Definition of terms:
What is Administration?
- involves overseeing an organization’s day-to-day
operations, ensuring they run smoothly by implementing policies
and decisions set by management.

What is Police Administration?

- refers to the systematic management and organization of
law enforcement agencies to effectively enforce the law, maintain
public order, and ensure the safety and security of communities.
B. Difference between management and administration:

Paramet
Management Administration
ers
Process of supervising people so Administration is a systematic process to
that they can achieve a goal. This administer management. This includes
Definition
involves streamlining processes, making plans and policies and enforcing
workflow and objectives them to achieve goals.
Future-oriented, strategic planning Present-oriented, operational management
Focus
and decision-making and execution.
Broader and encompasses the entire Narrower in nature; it primarily focuses on
Scope organization, including setting goals specific functions, departments, or processes
and formulating strategies within the organization.
Function Planning and organizing Directing and controlling operations
Managers provide leadership,
Leadershi Administrators provide oversight, guidance,
direction, and motivation to
p and support to managers and employees.
employees
Managers make strategic and Administrators implement policies,
Decision-
tactical decisions, setting goals and procedures, and rules established by
making
formulating plans to achieve them. management.
c. Police Management Style
Two main management styles
1. Military Policing
a. Autocratic
- results in more hostility and lower morale but
also higher quality work.
- best in crises.
b. Democratic
- is useful in guiding a group toward
commitment to their mission.
1. Military Policing
c. Transactional
- rewards or punishments are handed out based on a
subordinate's performance and adherence to the rules.
- is much like authoritative leadership except that it relies
on a rewards-based system to motivate subordinates.

d. Transformational
- focuses on a “people-centered approach” that aims to
inspire, empower and motivate one's team.
Two main management styles
2. Community policing
- encourages interactive partnerships between law enforcement
agencies, their officers, and the people they serve.
WHY? By developing connections within the community, police are
better informed and empowered to solve public safety problems.
Example:
- establishment of barangay tannoids.
- if gang activity is a problem, volunteer organizations may be
deployed to high-crime areas.
- visit schools and advocate the ill effects of prohibited drugs,
and - talk to other organizations to show younger people that
they are a resource to help in the community, not just to
arrest people.
D. Police Organization / Units
1. Functional Units:
a. Bureau – the largest organic functional unit within a large department. It
comprises of numbers of divisions.

b. Division – a primary subdivision of a bureau.

c. Section – functional unit within a division that is necessary for

specialization.

d. Unit – functional group within a section; or the smallest functional group

within an organization.
2. Territorial Units
a. Post – a fixed point or location to which an officer is assigned for duty,
such as a designated desk or office or an intersection or cross walk from
traffic duty. It is a spot location for general guard duty.
b. Route – a length of streets designated for patrol purposes. It is also called
LINE BEAT.
c. Beat – An area assigned for patrol purposes, whether foot or motorized.
d. Sector – An area containing two or more beats, routes, or posts.
e. District – a geographical subdivision of a city for patrol purposes, usually
with its own station.
f. Area – a section or territorial division of a large city each comprised of
designated districts.
 3. Key Terminologies
a) a) Sworn Officers – all personnel of the police department who have oath and who
posses the power to arrest.
b) Superior Officer - one having supervisory responsibilities, either temporarily or
permanently, over officers of lower rank.
c) Commanding Officer - an officer who is in command of the department, a bureau, a
division, an area, or a district.
d) Ranking Officer - the officer who has the more senior rank/higher rank in a team or group.
e) Length of Service - the period of time that has elapsed since the oath of office was
administered. Previous active services may be included or added.
f) On Duty - the period when an officer is actively engaged in the performance of his duty.
g) Off Duty - the nature of which the police officer is free from specific routine duty.
h) Special Duty - the police service, its nature, which requires that the officer be excused
from the performance of his active regular duty.
i) Leave of Absence - period, which an officer is excused from active duty by any
valid/acceptable reason, approved by higher authority.
j) Sick Leave - period which an officer is excused from active duty by reason of illness or
injury.
k) Suspension - a consequence of an act which temporarily deprives an officer from the
privilege of performing his duties as result of violating directives or other department
regulations.
l) Department Rules - rules established by department directors/supervisors to control the
conduct of the members of the police force.
m) Duty Manual - describes the procedures and defines the duties of officers assigned to
specified post or position.Order - an instruction given by a ranking officer to a subordinate,
either a. General Order, b. Special, or c. Personal
n) Report - usually a written communication unless otherwise specifies to be verbal reports;
verbal reports should be confirmed by written communication.
E. Types of Police Organization
1. Line Organization
- involves a division of the work into units of eighth person with a person
in charge who has complete control and who can be hold directly responsible
or accountable for results, or lack of them.
Example: Police Station which include investigators, detectives, patrol
officers, etc.
What is the goal of the Police Department/Station?
To protect and serve
 Types of Police Organization
2. Functional Organization
- a modified line structure that delegates
management authority to specialized units. The
functional organization structure is used in larger police
departments that use multiple units and sub-units. In
these departments, officers are assigned to a specific
detail.
Example:
undercover works, crime scene operations, legal advising,
computer work, planning, community relations, etc.
Types of Police Organization

3. Line and Staff Organization

- is a structure that distributes work responsibilities
from upper management to lower-level employees.
- is a combination of the line and functional types. It combines staff
specialist such as the criminalists, the training officers, the research and
development specialists, etc.
Purpose:
so that service of knowledge can be provided line personnel by specialist.
Classification of Line, Staff, and Auxiliary Function

Line Functions
- are the “backbone” of the police department; they include such operations
as patrol, criminal investigation, and traffic control, as well as supervision of the
personnel performing those operations.

Line members are responsible for:

a) Carrying out the major purposes of the police department.
b) Delivering the services provided by the department.
c) Dealing directly with the department’s clientele.
d) Making final decisions with respect to the activities they perform.
Classification of Line, Staff, and Auxiliary Function

Staff Functions
Staff functions are those operations designed to support the line functions.
Staff members are necessarily advisors who are typically assigned to planning,
research, legal advice, budgeting, and educational services.
Staff members are often civilians with specialized training who serve within the
department but do not deal with daily operations on the street. Their main function is to
study police policies and practices and to offer proposals to the chief executive of the
department.
Staff personnel tend to be:
a) Highly specialized.
b) Involved in an advisory capacity
c) Detached from the public
d) Not directly responsible for the decisions made by department executive.
Classification of Line, Staff, and Auxiliary Function

Auxiliary Functions
Auxiliary functions involve the logistical operations of the
department. These include training, communications, jailing,
maintenance, record keeping, motor vehicles, and similar operations.
 F. Elements of PNP Organization

1. Specialization
- is the assignment of workers to tasks. Thus, it can be thought of in terms of either
jobs or people.

Specialization of people (specialists)

- is the designation of persons as having expertise in a specific area of work. - it
signifies the adaptation of an individual to the requirements of some technical tasks through
training, conditioning or extensive on-the-job experience.
Example:
- undercover works - crime scene operations - legal advising
- computer work, planning - community relations - drug reaction
- gang activities - SWAT operations
 Elements of Organization

2. Hierarchy of Authority
Hierarchy represents the formal
relationship among superiors and subordinates in
any given organization. It can be visualized as a
ladder, with each rank representing a higher or
lower level of authority.
Each rank or position on a hierarchical
ladder has specific rights, while at the same time
owing specific duties to the positions above and
below it. Any position of the ladder is expected to
direct and control the activities of the ranks, while
obeying the directions and instructions received
from higher ranks.
Elements of
Organization

Authority is the right to command and

control the behavior of employees in
lower positions within an organizational
hierarchy. A hierarchy thus serves as the
framework for the flow of authority
downward (and obedience upward)
through the department.