UT-APD-West Point University of Texas at Austin-Austin Police Department-West Point Leadership Program Introduction.

UT-APD-West Point

University of Texas at Austin-Austin University of Texas at Austin-Austin Police Department-West Point Police Department-West Point

Leadership ProgramLeadership Program

IntroductionIntroduction

UT-APD-West Point

UT-APD-West Point

General Schwarzkopf:General Schwarzkopf: ““When you lead in battle, you are When you lead in battle, you are

leading people, human beings”…leading people, human beings”…

“ “In the final analysis, you should In the final analysis, you should never forget that the airplanes don’t never forget that the airplanes don’t fly, the tanks don’t run, the ships don’t fly, the tanks don’t run, the ships don’t sail, the missiles don’t fire--unless the sail, the missiles don’t fire--unless the sons and daughters of America make sons and daughters of America make them do it. It’s that simple.”them do it. It’s that simple.”

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Understanding and Understanding and Leading IndividualsLeading Individuals

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What makes each of us unique?What makes each of us unique?– familiar, consistent, predictable?familiar, consistent, predictable?

What does each of us have in common with other What does each of us have in common with other individuals?individuals?

To what extent is perception reality?To what extent is perception reality? How do we change during our lives?How do we change during our lives? How do we explain human behavior?How do we explain human behavior? What motivates people?What motivates people?

– high/low growth needhigh/low growth need– high/low need for achievementhigh/low need for achievement

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Please complete the two forms you Please complete the two forms you have just received.have just received.

Set them aside when you Set them aside when you are finished.are finished.

We will score and interpret We will score and interpret them later.them later.

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Who Are You?Who Are You?

internal--external locus of controlinternal--external locus of control introversion--extroversionintroversion--extroversion dogmatic--flexibledogmatic--flexible task--peopletask--people dominant--submissivedominant--submissive big picture--detailsbig picture--details

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00LowLow

55ModerateModerate

1010HighHigh

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internal--external locus of controlinternal--external locus of control introversion--extroversionintroversion--extroversion dogmatic--flexibledogmatic--flexible task--peopletask--people dominant--submissivedominant--submissive big picture--detailsbig picture--details

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Who is most like you in your group?Who is most like you in your group?

Who is most different from you?Who is most different from you?

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““L A Confidential:” A Riot in the Station House L A Confidential:” A Riot in the Station House and the Aftermathand the Aftermath

The Cast of CharactersThe Cast of Characters– Watch Commander, Sgt. Ed ExleyWatch Commander, Sgt. Ed Exley– Sgt. Jack VincennesSgt. Jack Vincennes– Officer Bud WhiteOfficer Bud White– Officer StenslandOfficer Stensland– Captain Dudley SmithCaptain Dudley Smith– The Police ChiefThe Police Chief– The District AttorneyThe District Attorney

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UT-APD-West Point

Organizations . . .#1 Have Purpose#2 Expect Performance

Individual Members . . . #3 Seek to Fulfill Needs #4 Bring Assets and Liabilities

The Organizational Leadership Task (Closing the Gap)

The Organizational LeaderThe Organizational Leader

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Organizational Performance RequirementsOrganizational Performance Requirements

Subordinate A

Subordinate B

Subordinate C

Subordinate D

Subordinate N

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A Model of Organizational LeadershipA Model of Organizational Leadership

Peers

SeniorLeader

PeersFocalLeader

SubordinateLeader

Subordinates Subordinates SubordinatesSubordinates

Others

SubordinateLeader

The OrganizationExternal Environment

External Environment

Funct

iona

l Gro

upFunctional G

roup

Extra

-Org

aniz

atio

nal G

roup

s Community

Community

AustinCity Limits

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SubordinateLeader

Subordinates

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The Individual as a The Individual as a Psychological SystemPsychological System


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Focal PointThroughputProcesses

The Individual As A System

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Inputs


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Inputs Outputs


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Inputs Outputs

Feedback


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Inputs Outputs

Feedback

Boundary


Environment

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The Individual As A Psychological SystemThe Individual As A Psychological System

BehaviorBehavior

Stimuli:Stimuli:CharacteristicsCharacteristicsConditionsConditions

ATTENTIONATTENTION

PERCEPTIONPERCEPTION

COGNITIONCOGNITION

OutputOutputInputInput

Throughput ProcessesThroughput Processes

PERSONALITYPERSONALITY

LIFE STAGELIFE STAGE

FeedbackFeedback

Perceiver CharacteristicsPerceiver Characteristics

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FINISHED FILES ARE THE RESULTFINISHED FILES ARE THE RESULT

OF YEARS OF SCIENTIFIC STUDYOF YEARS OF SCIENTIFIC STUDY

COMBINED WITH THE COMBINED WITH THE

EXPERIENCE OF MANY YEARS.EXPERIENCE OF MANY YEARS.

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FFINISHED INISHED FFILES ARE THE RESULTILES ARE THE RESULT

OOFF YEARS O YEARS OFF SCIENTI SCIENTIFFIC STUDYIC STUDY

COMBINED WITH THE COMBINED WITH THE

EXPERIENCE OEXPERIENCE OFF MANY YEARS. MANY YEARS.

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PersonalityPersonality--Consistency, general --Consistency, general stylestyle

~~internal--external locus of controlinternal--external locus of control~introversion--extroversion~introversion--extroversion~dogmatic--flexible~dogmatic--flexible~task--people~task--people~dominant--submissive~dominant--submissive~big picture--details~big picture--details

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Scoring Key for Rotter I-E Scoring Key for Rotter I-E ScaleScale

2b3a4a5a6b7b9b10a

11a12a13a15a16b17b18b20b

21b22a23b25b26a28a29b

9-25 Internal Locus of Control 0-8 External Locus of Control

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Locus of ControlLocus of Control““Locus” = LocationLocus” = Location

InternalInternal Locus of Control Locus of Control

ExternalExternal Locus of Control Locus of Control

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Locus of ControlLocus of Control““Locus” = LocationLocus” = Location

Internal Internal Locus of ControlLocus of Control ExternalExternal Locus of Control Locus of Controlvsvs

WhoWho is Steering the Boat? is Steering the Boat?

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Scoring Key for Scoring Key for LPC (Least-Preferred Co-LPC (Least-Preferred Co-

Worker ScaleWorker Scale0-63 Primary Motivation: Task Secondary Motivation: Relationships

64-73 Balanced Task and Relationship Motivations

74-144 Primary Motivation: Relationships Secondary Motivation: Task

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AttentionAttention--Focusing our senses--Focusing our senses

PerceptionPerception--Organization, interpretation--Organization, interpretation

CognitionCognition--Thinking, forming strategies--Thinking, forming strategies

PersonalityPersonality--Consistency, general style--Consistency, general style~~internal--external locus of controlinternal--external locus of control~introversion--extroversion~introversion--extroversion~dogmatic--flexible~dogmatic--flexible~task--people~task--people~dominant--submissive~dominant--submissive~big picture--details~big picture--details

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Routine AssignmentsRoutine Assignments

AttentionAttention----Focusing our sensesFocusing our senses



•?

•?

•?

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Routine AssignmentsRoutine Assignments

AttentionAttention----Focusing our sensesFocusing our senses



•Audits

•Rating Reports

•Complaint Investigations

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Adult DevelopmentAdult Development

Dr. Daniel Levinson:Dr. Daniel Levinson:

““Seasons of a Man’s Life”Seasons of a Man’s Life”

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Adult DevelopmentAdult Development

Stability PeriodsStability Periods----

We Know what we want, and We Know what we want, and

we “go after it”!we “go after it”!

Transition PeriodsTransition Periods--We’re pondering alternatives, We’re pondering alternatives, trying to decide what we want.trying to decide what we want.

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Early Adult Transition

Entering the Adult World

Age 30 Transition

Mid-Life Transition

(17-22)

(22-28)

(28-33)

(33-40)

(40-45)

The Employment YearsThe Employment Years

Etc, etc

Settling Down

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Early Adult Transition

Entering the Adult World

Age 30 Transition

Settling Down

Mid-Life Transition

(17-22)

(22-28)

(28-33)

(33-40)

(40-45)

How is this Information How is this Information Useful to Leaders?Useful to Leaders?

Etc, etc

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Leader’s Problem Solving ModelLeader’s Problem Solving Model

I. IdentifyI. Identify III. RespondIII. RespondII. AnalyzeII. Analyze

Scan for Areas of Interest


TheoriesExperience

TheoriesExperience

IV. AssessIV. Assess

A. SelectStrategies

A. SelectStrategies

B. TakeAction

B. TakeAction

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Leader Problem Leader Problem Solving Model:Solving Model:Step II-AnalyzeStep II-Analyze

Do I know a theory that seems to fit Do I know a theory that seems to fit this situation or have I had a similar this situation or have I had a similar experience before? experience before?

Is there a connection between this Is there a connection between this theory/my experience and the theory/my experience and the employee’s:employee’s:

Motivation,Motivation,

Satisfaction, Satisfaction,

Performance?Performance?

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Case StudyCase Study

Areas Areas of of

InteresInterest?t?

Analyze?Analyze?

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Areas of InterestAreas of Interest 1)1) 2)2) 3)3) 4)4) 5)5) 6)6) 7)7) 8)8)

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AnalyzeAnalyze

Stage of Adult Development?Stage of Adult Development? Major life issues in this stage?Major life issues in this stage? Effect of Officer Lewis’ life stage Effect of Officer Lewis’ life stage

issues on his:issues on his:– motivationmotivation– satisfactionsatisfaction– performanceperformance

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•WHO is in a Mid-Life Transition?

•HOW can you tell?

•WHAT can you do?

Student JournalStudent Journal

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Leader’s Problem Solving Model

Attribution Theory

OVERVIEW

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Attribution TheoryAttribution Theory

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AttributionAttribution

• Making inferences Making inferences about cause and effect about cause and effect and judgements and judgements about peopleabout people

• May NOT be entirely May NOT be entirely accurateaccurate

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TheoriesExperience

TheoriesExperience


A. SelectStrategies

A. SelectStrategies

B. TakeAction

B. TakeAction

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Attribution TheoryAttribution Theory

Rational FactorsRational Factors

BiasesBiases

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Rational FactorsRational Factors DistinctivenessDistinctiveness

ConsistencyConsistency

ConsensusConsensus

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Actor / Observer BiasActor / Observer Bias

Self -serving BiasSelf -serving Bias

Negative Outcome BiasNegative Outcome Bias

Apology Effect BiasApology Effect Bias

Actor / Observer BiasActor / Observer Bias

Self -serving BiasSelf -serving Bias

Negative Outcome BiasNegative Outcome Bias

Apology Effect BiasApology Effect Bias

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The Fundamental The Fundamental Attribution ErrorAttribution Error

Observers tend to Observers tend to overestimate overestimate personalpersonal factors and to factors and to underestimateunderestimate situationalsituational factors when factors when interpreting and explaining the interpreting and explaining the behavior of others.behavior of others.

We tend to blame the person.We tend to blame the person.

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TheoriesExperience

TheoriesExperience


A. SelectStrategies

A. SelectStrategies

B. TakeAction

B. TakeAction

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Attribution Theory

Leader’s Problem Solving Model

SUMMARY

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TheoriesExperience

TheoriesExperience


A. SelectStrategies

A. SelectStrategies

B. TakeAction

B. TakeAction

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The Psychological SystemThe Psychological System

AttentionAttentionPersonalityPersonality

PerceptionPerceptionLocus Locus of Controlof Control

CognitionCognition

“Throughput”

Input(Stimuli)(Stimuli)

Output (Behavior)(Behavior)

UT-APD-West Point

Leader’s Leader’s Problem-Solving Model, Problem-Solving Model,

Attribution Theory Attribution Theory

Kathleen SheehanKathleen Sheehan

(661) 298-1723(661) 298-1723

WEST POINT LEADERSHIP

PROGRAM

UT-APD-West Point

The Leader ‘sThe Leader ‘sProblem Solving ModelProblem Solving Model

Identify What isHappening

Analyze Whatis Happening

Respond to What is Happening

AssessWhat is Happening

Identify Areas of Interest

Logical Chainof Events

Theories & Experiences

Root Cause

Take Action Design a

Leader PlanSelect

Strategies

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The Psychological SystemThe Psychological System

AttentionAttention PersonalityPersonality

PerceptionPerception Locus of ControlLocus of Control

CognitionCognition

“Throughput”

Input(Stimuli)(Stimuli)

Output (Behavior)(Behavior)

UT-APD-West Point University of Texas at Austin-Austin Police Department-West Point Leadership Program Introduction.

Documents

west point slide

west point understanding

n internal

aftermath n

system slide

leading individuals

achievement slide

high slide