As a newly hired police chief of the local police force, I would like to address the city manager with my leadership objectives for the department. First, I intend to describe my leadership style and the way it influences my plan to lead the subordinate officers effectively. Dangerous occupations require meta-motivational leaders capable of investing their followers with the sense of a common mission and possessing wisdom to integrate individuals, teams, processes, and goals into a synergic interaction maximizing the success of emergencies. Despite official regulations, algorithms, and hours of training, emergency teams and first responders have to operate in an environment satiated with uncertainty and sudden change. Under these circumstances, leaders have to ensure that their followers are trained, empowered, and motivated to exercise creative thinking, intuition, experience-based decision-making, and commitment to complete the mission (Gordon, 2004).
Emergency response leaders differ from the public policy ones because their functional value does not lie in how well they follow the form of the statute, but in how capable they are to remain adequate in each situation and maintain critical and strategic thinking. It is mandatory that such leaders are experts in thinking outside the box and can share this expertise with their subordinates. In this uncertainty, the legitimacy and creditworthiness of a leader generate from his confidence, experience, solid judgment, and capacity to make responsible decisions. Unlike public policy leaders, emergency response leaders bear responsibility not only for civilian lives and material values, but also for the lives and health of their subordinates. It is impossible to delegate this responsibility. In this context, leadership requires the competency to form pathways for trusting and constructive communication, as well as solve problems effectively with the minimum risk to subordinates. The efficiency of emergency leadership is largely dependent on healthy team relations and personal connections, while public leaders operate on charisma positioned above the personality of a leader (Gordon, 2004).
I want the city manager to know that I intend to create a culture of commitment and trust in the police department. With all respect to the regulations, I aim to distance from bureaucracy, which, in my opinion, is inconsistent with efficient emergency response operations. It implies the loss of time and reluctance to take responsibility for the decision-making. Any hesitation of this kind may undermine the leaders authority and is highly undesirable. Moreover, I intend to encourage the shift in functional values and priorities by making objectives, collaborative service, situational adequacy, and adaptability more important than processes, authority, precedence, and form.
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I would like the newly hired first responders to know that I am going to take care of them while they take care of others. Furthermore, I aim to implement the concept of empowerment comprehensively by sharing power with teams and individuals. I will emphasize that my decision originates from the deep knowledge and understanding of the challenges in their profession and the requirements of the tasks they are entrusted to perform in emergencies. In addition, I will give them motivation and support to self-actualize. I intend to support consensus-seeking behavior to built healthy team environments. It is essential to maximize group synergy by bridging individual and collective interests. Nurturing altruism through personal example, as the basis of quality service, will be my priority. I want to become a meta-motivational leader, i.e., create a common sense of an honorable mission, prioritize collaboration, and trust in all situations, give commendation for assuming initiative and responsibility despite the outcomes. Conducive decisions will be validated if they are weighted, expertly structured, and aimed at maximizing positive outcomes. I will be an invisible authority emerging in situations where my direct influence is required. Moreover, guilt will be eliminated from the vocabulary of our unit. We will have our share of accidents happening not because someone did something wrong, but because something went dramatically wrong. Errors and accidents will become lessons. I will make sure that these lessons are assessed, understood, and noted for the future to improve the quality of emergency services we provide (Avolio, Walumbwa, & Weber, 2009).
It is possible to conclude that my leadership style translates into the types of people I would hire. These will be highly professional police officers and first responders willing and capable of assuming leadership, taking responsibility, and working in environments with high degree of uncertainty. They will be committed to a common mission, purpose-oriented, dedicated to humanitarian service, and stress-resistant.