Situational Leadership® II for Law Enforcement Training Program
The role of the law enforcement supervisor and manager has changed. In the past, supervisors and managers were expected to be the boss, evaluator, judge, and critic. In today’s rapidly changing world, the authoritarian manager that valued compliance, conformity and command control hierarchies will not be able to keep up with the pace of change. Today, the law enforcement manager and supervisor must become a partner, facilitator, cheerleader, supporter, and coach in order to be successful. As law enforcement leaders, our task is to accomplish the organizational mission by means of our greatest resource, our people. As law enforcement leaders, we must understand that the value of diversity is that each individual brings his or her unique experience, skills, and commitment to the organization and its mission. Today’s law enforcement leader must successfully use a variety of leadership styles depending on the task, mission, and individual. Situational Leadership® II can provide you with a variety of leadership tools that can enhance your effectiveness and success as a supervisor, in this rapidly changing world.
Length: 3 days (24 training hours)
Leadership for the Future
- Consider the role of the leader in rapidly changing organizations.
- Learn to appreciate the need for flexibility and adaptability in developing people and managing diversity and change.
- Develop personal learning goals for improving your leadership skills.
Beliefs and Building Blocks
- Develop a common vocabulary for leadership.
- Understand the differences between successful and effective leadership.
- Examine the core beliefs and values underlying the Situational Leadership® II Model.
- Identify the three skills of a situational leader - diagnosis, flexibility, and partnering for performance/contracting for leadership style.
- Define the four functions of leadership - goal setting, feedback, problem solving, and recognition.
- Learn why there is no best leadership style.
- Understand the goals of a situational leader.
- Learn which situational variables to consider when choosing an appropriate leadership style.
- Define development level as a measure of a person's competence and commitment on a specific goal or task.
- Identify the characteristics and needs of employees at the D1, D2, D3, and D4 levels of development.
- Develop skills in diagnosing development level.
- Identify directive and supportive behaviors.
- Describe the four leadership styles - directing, coaching, supporting, and delegating.
- Describe differences between the four leadership styles.
- Learn what a leader does in all four styles.
- Learn how flexible you are and which of the four styles you are most comfortable using.
- Identify the skills you need to adapt your leadership style from one situation to another.
Matching leadership style to development level
- Understand the negative impact of over supervision and under supervision or employees' performance and morale.
- Learn how effective you are in diagnosing development level and choosing the appropriate leadership style.
- Practice diagnosing development level.
Implementing and applying Situational Leadership® II
- Practice diagnosing development level and choosing the appropriate leadership style.
- Learn how to partner with your employees to develop their competence and commitment.
- Learn how to redirect poor performance by opening communication.
- Learn how to use Situational Leadership® II on a day-to-day basis with your employees.
Initiating and implementing organizational change
- Learn to diagnose employees' predictable concerns with change.
- Identify the six stages of concern.
- Learn how to support momentum for, lower resistance to, and ease the stress of change.
- Learn to choose the most appropriate leadership style - focusing, engaging, inspiring, or integrating - for each stage of concern.
- Understand what a leader does in each of the four styles to respond to each stage of concern.
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