Chapter 7
1. Discuss the four styles of leadership described in the text?
Participative, Directive, supportive, and achievement-orientated are the four styles in leadership
that contribute to organizational success as mentioned in the text (Stojkovic, Kalinich, & Klofas,
2013, p. 203 & 204). Depending on the situation would dictate which style would be used and
how that leader exercises their will on to their subordinates. The most beneficial being the one
that required for the leader to delegate and the subordinate understands and implements a
plan in accomplishing the task.
2. Discuss the eleven techniques of leadership influence?
The eleven leadership principles of influence are designed to give leaders a tool set to be able to
properly command those under them as well as others in certain situations. Once combined
these principles act as the foundation that the subordinate has created in order to effectively
function within any organization. For example, Instrumental compliance; which is defined as a
person is induced to alter his or her behavior by an agent’s implicit or explicit promise to ensure
some tangible outcome (Stojkovic, Kalinich, & Klofas, 2013, p. 192). In a law firm, the worker will
work in a specific way that will not compromise the integrity of the office which in the long run
allows for the organization to maintain a high case load.
3. Explain the management grid?
Managerial gird was a popular model of supervision that was created during the 1960s with
concern for two dimensions of behavior which were the concern for people and the concern for
production (Stojkovic, Kalinich, & Klofas, 2013, p. 192). Basically stating that for supervisors to
run a successful organization they need to take in to consideration these factors that shape the
company for better or for worse. Things such as holidays and vacation time from work will
contribute to the production increasing at the same time showing your concern for the people
that work for you.
4. Explain the Ohio State and Michigan theories of leadership?
The Ohio State studies, which began in the late 1940s, concluded that leadership could be
examined on the two dimensions of consideration and initiating structure. Consideration is
defined as individual in leadership positions showing a concern and feelings towards their
subordinates and initiating structure is the leaders influence towards specific goals being
reached (Stojkovic, Kalinich, & Klofas, 2013, p. 196). Exerting these two on towards your
subordinates in unison will cause for employees to want to accomplish goals and tasks given to
them on a personal level vice taking alternate routes in gaining the same results. The Michigan
studies, identifies the effective leader attempts to be employee-centered, a behavior that in
turn engenders productive subordinates (Stojkovic, Kalinich, & Klofas, 2013, p. 198). This simply
states that being constantly interactive with your employees will cause for a positive result. The
difference between power and leadership would be clearly defined by that of the subordinates
and would be effectively used by the leaders themselves.
5. Discuss contingency theories of leadership?
Fiedler’s contingency model and the path-goal theory, both have distinctive elements that
contribute to our understanding of leadership in criminal justice organizations (Stojkovic,
Kalinich, & Klofas, 2013, p. 198). Relationship, task structure and power are three dimensions of
Fiedler’s contingency model which contribute to the right leadership style to the perfect
situation in which it should be used in. These combined allow for a leader to maintain situational
control over their subordinates and determine the most effective route to take in getting the
mission accomplished.
Chapter 8
1. Differentiate the traditional and human service models of employee supervision?
The traditional model of employee supervision stresses centralized authority, clear-cut rules and
regulations, well-developed policies and procedures, and discernible lines of authority
operationally through a chain of command (Stojkovic, Kalinich, & Klofas, 2013, p. 229). This type
of model does not give the organization room to explore other avenues of approach or does it
gives it junior leaders the opportunity to think and act on their own to either learn from their
mistakes or make notes for next time. I know this model would not flourish on the battlefield
much less on the street of Los Angeles or New York. On the other hand, the human service
model attempts to integrate employee goals into organizational goals (Stojkovic, Kalinich, &
Klofas, 2013, p. 229). The purpose of this model is to understand what the employee needs in
regards to the organizational needs as well. To accomplish the mission, the concept of
combining the two will depend on the setting in which it is being exercised in. This is a more
preferred method because it allows for the employee to have some freedoms in accomplishing
tasks to constitute to the overall goal.
2. Explain how centralization, formalization, and complexity relate to organizational structure and
employee supervision?
All three are the components of the traditional model of employee supervision which
contemporary critics question the effectiveness and appropriateness of this model of
supervision to the changing societal expectations of the criminal justice system (Stojkovic,
Kalinich, & Klofas, 2013, p. 229). Law enforcement agencies harp employ these practices upon
their students through training as well as within the department. The worker does not have any
room to think and act on their own and it will cause for great challenges in the community
policing area for example in which supervisors are responding to every officers demands under
them.
3. Discuss the major elements of the traditional model of employee supervision?
Through the concepts of span of control, unity of command, delegation of authority, rulification,
and specialization, supervisors are presumed to enhance their supervisory capabilities are the
major elements of the traditional model of employee supervision system (Stojkovic, Kalinich, &
Klofas, 2013, p. 230). Through proper application these elements contribute to the foundation
that some organizations implement on towards their new comers in order to maintain some
level of leadership prowess over subordinates.
4. Discuss reasons that support implementing the human service model of employee supervision in
criminal justice organizations?
The decentralization of authority is one great tool that this model exercises towards a better
development from employees within any organization. Giving the employee the ability to make
their own decisions among their peer group and on the job will allow for great contributions
towards the goal and mission. Another is sharing of power which follows from the concept of
delegation (Stojkovic, Kalinich, & Klofas, 2013, p. 234). This allows for performance to be
increased and adjustments to be more effectively.
5. Discuss the skills needed to effectively supervise employees in criminal justice organizations?
Traditional management, communication, human resource management and networking are
the tools needed for a supervisor within an organization to effectively supervise employees
within the criminal justice organization (Stojkovic, Kalinich, & Klofas, 2013, p. 238). The skills for
a traditional manager stress that they have the trait that forced them to expect measurable
outcomes for those under them in the completion of task towards a common goal. To be able
to perform well and get missions complete.
Chapter 9
1. Explain how occupational socialization influences the criminal justice system?
Occupational socialization is the process by which a person acquires the values, attitudes, and
behaviors of an ongoing occupational social system (Stojkovic, Kalinich, & Klofas, 2013, p. 250).
These are influenced intentionally while going through training when beginning the primary
introduction into a new organization, and the other is unintentional influence which is inherited
through the actual experience in the office and on the job interactions.
2. Explain organizational culture?
An organizational culture can be described briefly as a set of assumptions, values, and beliefs
shared by members of an organization (Stojkovic, Kalinich, & Klofas, 2013, p. 250 & 251). These
shared traits develop the actions, thoughts and wants of the individuals within the organization.
Within criminal justice this culture contributes to the cohesion and functionality of the group.
The success is then increased by all of the positive flow of information being put into it.
3. Discuss the socialization process?
A study of judges illustrates the process of socialization within the federal judiciary (Stojkovic,
Kalinich, & Klofas, 2013, p. 258). It explains the path lawyers take in becoming a judge for
judiciary practice. Many different schools and a certain level of experience are needed in order
to properly manage a career as a judge. Individuals would need to bear the stresses of case
overloads and others burdens of the title.
4. Discuss problems related to the socialization process?
Role conflict one of the problems in which take place within the socialization process. This
problem has an occurrence of two or more role expectations in such a way that compliance with
one makes compliance with another difficult (Stojkovic, Kalinich, & Klofas, 2013, p. 263). This
problem simply identifies that goals needed to be accomplished by a figure within law
enforcement but, at the same time introduced a wall that will dictate how they obtain that goal
within their grasp and how they would go about securing their victory.
5. List and discuss strategies for socialization?
A direct influence on socialization occurs during recruitment and selection (Stojkovic, Kalinich, &
Klofas, 2013, p. 263). Taking the military for example, when you first go through the process you
are categorized as a poolee awaiting training in boot camp to become a recruit and then earning
the title Marine. The same goes for law enforcement, everyone should want to advance from
the current position they are in for something more suited towards them such as cadets and
police officers, sergeants and captains, and so forth. Another is collective socialization strategies
involve the training of new members as a group (Stojkovic, Kalinich, & Klofas, 2013, p. 276). This
gives the organization power to have the newcomers feel like they are part of a brotherhood,
which will cause them to do things positive for the success of the leaders over them.