Leaders, Teams and Situations Outside the Norm
New Horizons in Leadership Studies series
Edited by Cristina M. Giannantonio and Amy E. Hurley-Hanson
Chapter 12: Where pure leadership is revealed: our police in harm's way
As the Personal Security Officer to Generals David Petraeus and John Allen in Iraq and Afghanistan and 28 years in state and federal law enforcement, I have seen up close and personal what having proper training and leadership means under the most stressful and perilous scenarios. Never in our history has the battle space of not only the soldier, but also the first responders at home, been so dangerous as it is today. Dr Graen has recognized the greatest asset we can offer to our heros [sic] at home and abroad is the proper advanced training, equipment, and technology to be prepared to face the challenges presented by the post 9/11 world.Mark A. Howell (2012)Organizations are designed for stability and possess established defenses against disruptive changes in their environment. However, disruption happens often without warning. Adaptation to such events is handled by a damage control team rather than an executive leadership team. Change in and of organizations is contrary to its design and purpose and will be resisted. Change too often is poorly managed and results in damage to or even demise of an organization. In this chapter, examples of creating gradual change in our police practices in harm’s way is presented and analyzed, searching for an understanding of the process. First, the improvements suggested by the International Association of Chiefs of Police (IACP) and by management of team leadership in extreme contexts (Graen and Graen, 2013) protecting our first responders are reviewed.
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