ZAMBOANGA DEL SUR PROVINCIAL

GOVERNMENT COLLEGE
COLLEGE OF CRIMINOLOGY

COURSE OUTLINE

Course Facilitator LEA P. RENDON

Course Code and CFLM 2: CHARACTER FORMATION WITH LEADERSHIP,

Title DECISION MAKING, MANAGEMENT AND
ADMINISTRATION
Course Prerequisite CFLM 1: CHARACTER FORMATION, NATIONALISM AND
PATRIOTISM
Course Description This is a three-unit course designed to provide criminology students
with a strong foundation consisting of research theory oriented and inter-
disciplinary approaches such that they develop their own principles and
theories that may provide consistent guidelines for their leadership,
decision-making, and management actions.
Course Objectives At the end of this course, the student should be able to:
a. to differentiate leaders, from managers and administrators.
b. to attribute vision and mission of leaders, managers and
administrators.
c. to the key qualities of effective leadership using techniques
and theories acquired.
d. to critique leadership style management and behavior.
e. to differentiate between individual and group decision
making.
f. to appraise the decision making in relation to LEA, Public
safety and Criminal Justice
g. to execute various decision making styles in management
and administration
h. to research or cultures influence the decision making
i. to design making model, applicable to Criminal Justice
Education
j. to plan a leadership and decision making tract/ direction in
the performance of criminal justice.
k. to formulate character building values, applicable to
leadership and decision making as they integrate with the
community.
l. to propose character formation leadership and decision
making for Criminal Justice Students

Course Outline/Topics and Time Frame

Time Frame Course Contents / Topics
MIDTERM PERIOD (Week 1 – 6)
No. of Course 3 Hrs. In-Class + 3 Hrs. Home Learning = 6 Hrs./Week x 9 Weeks =
Hours 54 Hrs.
Blended Teaching & Learning Modalities
Flexible
(Combination of Face-to- Face, and Home Learning
Learning
Aided by Course Packet)
WEEK Course Topics / Teacher’s Flexible Students’ Activity
Activity (Input) (Output)
General Class and Course Home Learning Aided by Learning
Orientation Module)
WEEK 1 1.Receive Course Modules
1.Distribute Course Modules

LESSON I Home LEARNING:

Topic Read, Watch, and Listen Lesson 1

* developing a mission statement Then do:

*developing a vision statement

*the roles of mission, vision, and 1.Activity No.1: Essay

values

*importance of mission, vision and

values

*leadership traits

*effective leadership traits

*traits of a bad leader

END OF WEEK 1

WEEK 2 Collect Week 1 output Home LEARNING:

(Activity 1)
Read, Watch, and Listen Lesson 2
Then do:

1.Activity No.1: Essay

LESSON II

Topic

*ethical leadership
*impacts of ethical leadership
*the 4-V model of ethical leadership
*leadership ethics-traits of an
ethical leader
*importance of being an ethical
leader

END OF WEEK 2

Collect Week 2 output

WEEK 3 (Activity 1)
 LESSON III Home LEARNING:
Topic
*the leadership styles Read, Watch, and Listen Lesson 3
Then do:

1.Activity No.1: Essay

END OF WEEK 3

WEEK 4 Collect Week 3 output

(Activity 1)

LESSON IV Home LEARNING:

Topic
* the leadership styles Read, Watch, and Listen Lesson 4
continuation Then do:

1.Activity No.1: Essay

END OF WEEK 4

WEEK 5 Collect Week 4 output

(Activity 1)

LESSON V Home LEARNING:

Topic
*choose and develop your Read, Watch, and Listen Lesson 5
leadership style Then do:
*behavior management strategies
*decision making theory: 1.Activity No.1: Essay
definitions, nature and theories
*stages of decision making
*individual decision making-
pros and cons

END OF WEEK 5

WEEK 6 Collect Week 5-6 output

(Activity 1)

LESSON VI Home LEARNING:

Topic
Read, Watch, and Listen Lesson 6
 *decision making process Then do:

1.Activity No.1: Essay

*the art of decision making for
criminal justice professionals
*decision making challenges for
criminal justice professionals
*effective decision making on
the job
*communication barriers defined END OF WEEK 6

List of References
 Adelene M. Florendo, Wiseman’s Books Trading, Inc. 2003
 Danilo L. Tancangco, wiseman;s Books Trading, Inc. 2003
 Fb Messenger (Rendon Lee)

Prepared by: Noted by:

_________________ MR. DELMER A. MONDIDO, RCrim., MSCI

Course Facilitator Dean, College of Criminology

Approved by:

MR. JEHUEL NATHAN R. DACULIO

Academic Head

Date Signed: _______________

To my students:

You are now about to start the first lesson for Week 1. Read the learning materials below then
answer the Activity No. 1

Developing a Mission Statement

1. Basically, the mission statement describes the overall purpose of the

organization.
2. If the organization elects to develop a vision statement before developing the
mission statement, ask “Why does the image, the vision exist -- what is its
purpose?” This purpose is often the same as the mission.
3. Developing a mission statement can be quick culture-specific, i.e., participants
may use methods ranging from highly analytical and rational to highly creative
and divergent, e.g., focused discussions, divergent experiences around
daydreams, sharing stories, etc. Therefore, visit with the participants how they
might like to arrive at description of their organizational mission.
4. When wording the mission statement, consider the organization's products,
services, markets, values, and concern for public image, and maybe priorities of
activities for survival.
5. Consider any changes that may be needed in wording of the mission
statement because of any new suggested strategies during a recent strategic
planning process.
6. Ensure that wording of the mission is to the extent that management and
employees can infer some order of priorities in how products and services are
delivered.
7. When refining the mission, a useful exercise is to add or delete a word from
the mission to realize the change in scope of the mission statement and assess
how concise is its wording.
8. Does the mission statement include sufficient description that the statement
clearly separates the mission of the organization from other organizations?

Developing a Vision Statement

1. The vision statement includes vivid description of the organization as it effectively

carries out its operations.
2. Developing a vision statement can be quick culture-specific, i.e., participants
may use methods ranging from highly analytical and rational to highly creative
and divergent, e.g., focused discussions, divergent experiences around
daydreams, sharing stories, etc. Therefore, visit with the participants how they
might like to arrive at description of their organizational vision.
3. Developing the vision can be the most enjoyable part of planning, but the part
where time easily gets away from you.
4. Note that originally, the vision was a compelling description of the state and
function of the organization once it had implemented the strategic plan, i.e., a
very attractive image toward which the organization was attracted and guided by
the strategic plan. Recently, the vision has become more of a motivational tool,
too often including highly idealistic phrasing and activities which the organization
cannot realistically aspire.
The Roles of Mission, Vision, and Values

Every organization to be successful needs to be guided by a clear strategy. Vision,

mission, and values form the ground for building the strategic foundation of the
organization. They direct and guide the purpose, principles and values that govern the
activities of the organization and communicate this purpose of the organization
internally and externally.
Successful organizations ensure that their goals and objectives are always in synergy
with their vision, mission and values and consider this as the basis for all strategic
planning and decision making.
By developing clear and meaningful mission and vision statements, organizations can
powerfully communicate their intentions and inspire people within and outside the
organization to ensure that they understand the objectives of the organization, and
align their expectations and goals toward a common sense of purpose.

Importance of Mission, Vision, and Values

Vision and mission statements play an important role in strategy development by −

 Providing means to create and weigh various strategic plans and alternatives.
 Laying down the fundamentals of an organization’s identity and defining its
purpose for existence.
 Providing an understanding of its business directions.
By identifying and understanding how values, mission, and vision interact with one
another, an organization can create a well-designed and successful strategic plan
leading to competitive advantage.
An organizational mission is a statement specifying the kind of business it wants to
undertake. It puts forward the vision of management based on internal and external
environments, capabilities, and the nature of customers of the organization.
A mission statement therefore −

 Communicates the organization’s reason for being.

 Reveals a company's philosophy, as well as its purpose.
 Specifies how it aims to serve its key stakeholders.
 Defines the current and future business in terms of product, markets, customer,
etc.
 Is often longer than vision statements and sometimes also includes a summation
of the firm’s values.

Role Played by Mission and Vision

Organization mission and vision are critical elements of a company's organizational

strategy and serves as the foundation for the establishment of company objectives.
Mission and vision statements play critical roles, such as −
 They provide unanimity of purpose to organizations and spell out the context in
which the organization operates.
  They communicate the purpose of the organization to stakeholders.
 They specify the direction in which the organization must move to realize the
goals in the vision and mission statements.
 They provide the employees with a sense of belonging and identity.

Values

Every organization has a set of values. Sometimes they are written down and
sometimes not. Written values help an organization define its culture and belief.
Organizations that believe and pledge to a common set of values are united while
dealing with issues internal or external.

What are Leadership Traits?

Leadership traits refer to personal qualities that define effective leaders. Leadership

refers to the ability of an individual or an organization to guide individuals, teams,
or organizations toward the fulfillment of goals and objectives. It plays an important
function in management, as it helps maximize efficiency and achieve strategic
and organizational goals. Leaders help motivate others, provide guidance, build morale,
improve the work environment, and initiate action.

List of Effective Leadership Traits

A common misconception is that individuals are just naturally gifted with leadership
skills. The truth is that leadership traits, like other skills, can be acquired with time and
practice. Below are seven traits of an effective leader:

1.   Effective Communicators

Leaders are excellent communicators, able to clearly and concisely explain problems
and solutions. Leaders know when to talk and when to listen. In addition, leaders are
able to communicate on different levels: one-on-one, via phone, email, etc.

2.  Accountable and Responsible

Leaders hold themselves accountable and take responsibility for any mistakes. Leaders
support and encourage individuality while abiding by organizational structure, rules, and
policies that need to be followed.

3.  Long-term Thinkers

Leaders are visionaries. This is evidenced by the leadership trait of being able to plan
for the future through concrete and quantifiable goals. They understand the need for
continuous change and are open to trying new approaches to solve problems or
improve processes. 

4.  Self-motivated

Leaders are self-motivated and are able to keep going and attain goals despite
setbacks. In addition, good leaders try their best to exceed, not just meet, expectations.

5.  Confident
Virtually all good leaders share the leadership trait of confidence. They are able to make
tough decisions and lead with authority. By being confident, leaders are able to
reassure and inspire others, establish open communications, and encourage teamwork.

6.  People-oriented

Leaders are typically people-oriented and team players. They’re able to foster a team
culture, involve others in decision-making, and show concern for each team member.
By being people-oriented, leaders are able to energize and motivate others. By making
each individual feel important and vital to the team’s success, they secure the best
efforts from each member of the team.

7.  Emotionally Stable

Leaders exercise good control and regulation over their own behavior and are able to
tolerate frustration and stress. Leaders are able to cope with changes in an environment
without having an intense emotional reaction.

Traits of a Bad Leader

Listed below are the traits that bad leaders commonly exhibit:

 Too bossy
 Fearful of change
 Unwilling or unable to communicate effectively
 Dismissive of ideas other than their own
 Lacking empathy
 Inconsistent
 Prone to blame others rather than accept responsibility themselves
 Indecisive

 
 ZAMBOANGA DEL SUR PROVINCIAL GOVERNMENT COLLEGE
COLLEGE OF CRIMINOLOGY

CHARACTER FORMATION WITH LEADERSHIP, DECISION MAKING, MANAGEMENT

AND ADMINISTRATION
WEEK 1
Activity No. 1
Name: _________________________________ Date: _________
Course – Year & Section: ________________________ Score: _______

I—Essay (10 point each)

1. What are the role of mission, vision, and values?
Answer:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
2.What are leadership traits?
Answer:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
3.What is values?
Answer:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
To my students:

You are now about to start the first lesson for Week 2. Read the learning materials below then
answer the Activity No. 1

What is Ethical Leadership?

Ethical leadership is a form of leadership in which individuals demonstrate conduct for

the common good that is acceptable and appropriate in every area of their life.  It is
composed of the following three major elements:

1. Be the Example
A noble quality of a leader is leading by example. As an ethical leader, it’s
important to remember that actions often speak louder than words. People are
more likely to judge someone based on how they act, rather than what they say.
By practicing and demonstrating the use of ethical, honest and unselfish behavior
to subordinates, ethical leaders may begin to earn the respect of their peers.
People may be more likely to follow a leader who respects others and shows
integrity.
2. Champion the Importance of Ethics
One role of an ethical leader is focusing on the overall importance of ethics,
including ethical standards and other ethical issues, and how these factors can
influence society. As an ethical leader, it’s important to teach peers about ethics,
especially in cases where they are faced with an ethical issue in the workplace.
3. Communicate
Successful ethical leaders tend to be good communicators. People communicate
in different ways. Some may feel comfortable speaking in public, regardless of
personnel or situation, while others may be hesitant to speak with a leader
because of fear, anxiousness or simply not knowing how to articulate what they
are trying to say. They might be better talking via email, rather than in person. It’s
an ethical leader’s job to communicate with each member of the team, but also
allow for open conversation, as some people may have questions and concerns
that need addressed. It’s important for leaders to build camaraderie with their
team. Quality relationships tend to be built on trust, fairness, integrity, openness,
compassion and respect.

Impacts of Ethical Leadership

Ethical leaders can help establish a positive environment with productive relationships
over three levels: the individual, the team and the overall organization.

Nurturing the relationships at each of these levels can lead to the following outcomes
and benefits:

1. The Well-Being of the Individual

Maintaining a positive working atmosphere is an important responsibility of a
strong ethical leader. Ethical leaders who lead by example may influence others
to do the same. Generally, people are affected by the interactions that occur
around them. Positive communication among co-workers may help influence job
productivity and attitude.
 2. The Energy of the Team
Ethical leadership can also involve the management of conduct and collaboration
within a team. Typically, morale is higher in the workplace when people are
getting along with each other. When co-workers are working as a team, it can
help build relationships in the workplace and help the overall performance of the
group. Generally, strong leaders lead by example.
3. The Health of the Organization
The importance of maintaining a positive attitude in the workplace has a lot to do
with improving the overall health of the organization. When people can show
respect for one another, and can value other’s opinions, it may help create a
productive working environment. An ethical organization can occur when
communities of people work together in an environment of mutual respect, where
they can grow personally, build friendships and contribute to the overall goal.

The 4-V Model of Ethical Leadership

The 4-V model helps align the internal beliefs and values with the external behaviors
and actions for the purpose of the common good. The four V’s stand for Values, Vision,
Voice and Virtue, the characteristics that help create a strong ethical leader. In the end,
the main goal of an ethical leader is to create a world in which the future is positive,
inclusive and allows the potential for all individuals to pursue and fulfill their needs and
meet their highest potential.

Leadership Ethics - Traits of an Ethical Leader

Ethics refer to the desirable and appropriate values and morals according to an
individual or the society at large. Ethics deal with the purity of individuals and their
intentions. Ethics serve as guidelines for analyzing “what is good or bad” in a specific
scenario. Correlating ethics with leadership, we find that ethics is all about the leader’s
identity and the leader’s role.

Ethical theories on leadership talk about two main things: (a) The actions and behavior
of leaders; and (b) the personality and character of leaders. It is essential to note that
“Ethics are an essential to leadership”. A leader drives and influences the
subordinates / followers to achieve a common goal, be it in case of team work,
organizational quest, or any project. It is an ethical job of the leader to treat his
subordinates with respect as each of them has unique personality. The ethical
environment in an organization is built and developed by a leader as they have an
influential role in the organization and due to the fact that leaders have an influence in
developing the organizational values.
An effective and ethical leader has the following traits / characteristics:

Dignity and respectfulness: He respects others. An ethical leader should not use
his followers as a medium to achieve his personal goals. He should respect their
feelings, decision and values. Respecting the followers implies listening effectively
to them, being compassionate to them, as well as being liberal in hearing opposing
viewpoints. In short, it implies treating the followers in a manner that authenticate
their values and beliefs.

Serving others: He serves others. An ethical leader should place his follower’s
interests ahead of his interests. He should be humane. He must act in a manner
that is always fruitful for his followers.

Justice: He is fair and just. An ethical leader must treat all his followers equally.
There should be no personal bias. Wherever some followers are treated differently,
the ground for differential treatment should be fair, clear, and built on morality.
 Community building: He develops community. An ethical leader considers his
own purpose as well as his followers’ purpose, while making efforts to achieve the
goals suitable to both of them. He is considerate to the community interests. He
does not overlook the followers’ intentions. He works harder for the community
goals.

Honesty: He is loyal and honest. Honesty is essential to be an ethical and effective

leader. Honest leaders can be always relied upon and depended upon. They
always earn respect of their followers. An honest leader presents the fact and
circumstances truly and completely, no matter how critical and harmful the fact may
be. He does not misrepresent any fact.

It is essential to note that leadership is all about values, and it is impossible to be a

leader if you lack the awareness and concern for your own personal values. Leadership
has a moral and ethical aspect. These ethics define leadership. Leaders can use the
above mentioned traits as yardsticks for influencing their own behavior.

Being an ethical leader is more than just having strong values.

As a manager, there is a clear difference between being just a boss and being a leader.
Where a boss orders, a leader guides; a boss manages, a leader inspires. The
difference lies in how you make your employees feel and how you view your
relationship with them. A good leader sees it as their responsibility to inspire, guide and
nurture their employees to help them improve; they lead by example.

Ethical leadership is defined as "leadership that is directed by respect for ethical beliefs
and values and for the dignity and rights of others." It is mainly concerned with moral
development and virtuous behavior. 

Importance of being an ethical leader

Ethical leadership is a management style that works for any organization. These are the
top benefits for a company that relies on ethical leadership:

 Positive culture: Employees' morale improves when they work behind an ethical

leader. Staff won't feel as if they are helping a corrupt person earn even more
money. Ethical leaders have the capacity to inspire those working with them to
perform at their peak.
 Improved brand image: The leaders of the company should show the best that
your brand has to offer.
 Scandal prevention: Ethical leaders don't create bad PR for a company.
Company scandals can be damaging to an organization's image and cause
customers to turn to a competitor.
 Loyalty: Both employees and customers are more likely to remain loyal to
companies that hire ethical leaders.
 Improved emotional well-being: Workplace stress can hurt productivity levels
at a company. If leadership is toxic, then efficiency will decrease.

Leadership styles can be defined as a person’s way of governing, directing, and

motivating followers. Over the last 50 or so years, researchers have proposed a number
of different leadership styles characterized by those in business, politics, technology,
and other major fields. Psychologists have found that leadership styles can have an
important impact on how well groups function. Leaders also help determine how
successful the group is at achieving its goals and how motivated and committed
followers are to the group and its goals.
 ZAMBOANGA DEL SUR PROVINCIAL GOVERNMENT COLLEGE
COLLEGE OF CRIMINOLOGY

CHARACTER FORMATION WITH LEADERSHIP, DECISION MAKING, MANAGEMENT

AND ADMINISTRATION
WEEK 2
Activity No. 1
Name: _________________________________ Date: _________
Course – Year & Section: ________________________ Score: _______

I—Essay (10 point each)

1. Importance of being an ethical leader?
Answer:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
2.Impacts of ethical leadership, are?
Answer:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
3.What is ethical leadership?
Answer:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

To my students:
You are now about to start the first lesson for Week 3. Read the learning materials below then
answer the Activity No. 1

Authoritarian Leadership Styles

Authoritarian leaders are also known as autocratic or dictatorial leaders.

This leadership style is characterized by:

 Close supervision
 Lack of input from followers
 Complete control
 Total authority
 Solo decision-making

The authoritarian style was first described by psychologist Kurt Lewin in a study that
identified three key styles of leadership. People with an authoritarian leadership style
make decisions without consulting anyone else on the team.

This leadership style can be problematic when overused because it can come off as
domineering and tyrannical. Team members may feel unappreciated, unmotivated, and
uncommitted to the group because their input is never requested.

Are there situations where authoritarian leadership can be beneficial? One of the
advantages of authoritarian leadership is that it leads to quick decision-making. This can
be critical in situations where decisions need to be made quickly and under a lot of
pressure. It can also be a good choice when the leader is the most knowledgeable and
skilled person in the group.

Democratic Leadership Styles

The democratic leadership, or participative leadership, was another one Lewin’s three
styles of leadership.

This leadership style is characterized by:

 Shared decision-making responsibilities

 Social equality
 Creativity
 High engagement from group members

Leaders who exhibit this style are often described as honest, fair, creative, intelligent,
and competent. This style of leadership can lead to a great deal of commitment from
group members because they typically feel more input in the group’s success and
failure. It is important to remember that while democratic leaders accept and encourage
team members to offer their ideas and contributions, the leader does retain the final say
over all decisions.

This style of leadership is often identified as one of the “best” approaches to leading
groups, but it is not necessarily appropriate for every situation. Some situations where
the democratic style may be inappropriate include those where the group members are
untrained or where decisions must be made on a tight deadline.

Laissez-Faire Leadership Styles

The laissez-faire style was another of the three styles observed and described by Lewin
and his colleagues.

This style is characterized by:

 Little direction from the leader

 Lots of freedom for group members
 Team members are responsible for making all decisions
 Great deal of autonomy

Laissez-faire leaders are sometimes referred to as delegative leaders. Rather than

attempt to direct and control the group, they instead hand over the responsibility of
leading the group to the team members themselves.

The laissez-faire style can have both advantages and disadvantages, depending upon
the characteristics of the situation and the group. When the members of the group are
highly skilled and knowledgeable, letting them guide themselves can be a great
strategy. In such cases, the leader can still offer support and advice when needed, but
followers are mostly able to make their own choices.

This leadership style can be a poor choice in situations that require quick decision-
making or where members of the group lack the skills to succeed. In such cases, team
members may be left feeling unsure of what they should do. Such situations also lead to
a lack of accountability, missed deadlines, and low commitment to the group.

Transactional Leadership Styles

Transactional leadership, also known as managerial leadership, is all about managing

others using rewards and punishments. People with this leadership style tend to prefer
a great deal of structure with clearly defined roles and expectations.

The transactional leadership style is characterized by:

 Lots of instruction
 Clear expectations
 Clear goals
 Inflexibility
 Efficiency
 Focused on following rules

Transactional leaders usually lay out their rules and expectations. Each member of the
group is given clear directions about what they should be doing, how they should be
doing it, and when it should be done. The focus of this style is on making sure that
things are completed correctly, on time, and according to the rules.

Because it is centered on productivity, efficiency, and safety, this can be an effective

style when used within an organizational structure. It can be stifling in settings where
workers feel micro-managed. Because this style is so focused on extrinsic motivations,
with rewards and bonuses offered for meeting or exceeding goals, followers may not
develop much intrinsic motivation for their work.
Transformational Leadership Styles

Transformational leadership is characterized by high levels of motivation, inspiration,

and commitment. People with this leadership style take charge of the group by
presenting a clear vision of the outcome, display a great deal of passion for the work,
and help group members feel inspired and committed to the goals.

People who have this leadership style are often described as:

 Energetic
 Passionate
 Enthusiastic
 Trustworthy
 Creative
 Intelligent

Transformational leaders are not only highly creative; they also inspire creativity in
others. They offer support and guidance in order to help each member of the team
achieve their full potential. Team members look to the leader as a role model. Because
of this, followers tend to internalize the ideals of the leader and strive to emulate these
qualities.

Final Thoughts

There are many different leadership styles, but the best approach may depend on
factors such as the characteristics of the situation and the group. There is no single
leadership style that is best in each and every situation. In some cases, an authoritarian
style may be more effective and productive. In other situations, a transformational
leader may excel.

Types of leadership styles

Here are 10 of the most common leadership styles:

1. Coaching style
2. Visionary style
3. Servant style
4. Autocratic style
5. Laissez-faire or “hands-off” style
6. Democratic style
7. Pacesetter style
8. Transformational style
9. Transactional style
10. Bureaucratic style

In the next section, we'll look at each leadership style in detail in including benefits,
challenges and examples of each.

1. Coaching leadership style

A coaching leader is someone who can quickly recognize their team members’
strengths, weaknesses and motivations to help each individual improve. This type of
leader often assists team members in setting smart goals and then provides regular
feedback with challenging projects to promote growth. They’re skilled in setting clear
expectations and creating a positive, motivating environment.
The coach leadership style is one of the most advantageous for employers as well as
the employees they manage. Unfortunately, it’s often also one of the most underutilized
styles—largely because it can be more time-intensive than other types of leadership.

You may be a coaching leader if you:

 Are supportive
 Offer guidance instead of giving commands
 Value learning as a way of growing
 Ask guided questions
 Balance relaying knowledge and helping others find it themselves
 Are self-aware

Benefits: Coaching leadership is positive in nature. It promotes the development of new

skills, free-thinking, empowerment, revisits company objectives and fosters a confident
company culture. Leaders who coach are often seen as valuable mentors

Challenges: While this style has many advantages, it is more time consuming as it

requires one-on-one time with employees. This may be difficult to obtain in a fast-paced
environment with time-sensitive priorities.

Example: A sales manager gathers their team of account executives for a meeting to
discuss learnings from the previous quarter. They start the meeting by completing an
assessment together of strengths, weaknesses, opportunities and threats regarding the
team’s performance. The manager then recognizes specific team members for
exceptional performance and goes over the goals achieved by the team. Finally, the
manager closes the meeting by announcing a contest to start the next quarter,
motivating the salespeople to reach their goals.

2. Visionary leadership style

Visionary leaders have a powerful ability to drive progress and usher in periods of
change by inspiring employees and earning trust for new ideas. A visionary leader is
also able to establish a strong organizational bond. They strive to foster confidence
among direct reports and colleagues alike.

This type of leadership is especially helpful for small, fast-growing organizations, or

larger organizations experiencing transformations or corporate restructuring.

You may be a visionary leader is you are:

 Persistent and bold

 Strategic
 Risk-taking
 Inspirational
 Optimistic
 Innovative
 Magnetic

Benefits: Visionary leadership can help companies grow, unite teams and the overall
company and improve outdated technologies or practices.

Challenges: Visionary leaders may miss important details or other opportunities

because they’re so focused on the big picture. They also may sacrifice the resolution of
present-day issues because they are so future-oriented, which could leave their team
feeling unheard.
Example: A teacher starts a group at work for colleagues who want to help resolve
anxieties and issues students have outside of school. The goal is to help students better
focus on and succeed at school. He has developed testing methods so they can find
meaningful ways to help students in a quick, efficient way.

3. Servant leadership style

Servant leaders live by a people-first mindset and believe that when team members feel
personally and professionally fulfilled, they’re more effective and more likely to produce
great work regularly. Because of their emphasis on employee satisfaction and
collaboration, they tend to achieve higher levels of respect.

A servant leader is an excellent leadership style for organizations of any industry and
size but is especially prevalent within nonprofits. These types of leaders are
exceptionally skilled in building employee morale and helping people re-engage with
their work.

You may be a servant leader if you:

 Motivate your team

 Have excellent communication skills
 Personally care about your team
 Encourage collaboration and engagement
 Commit to growing your team professionally

Benefits: Servant leaders have the capacity to boost employee loyalty and productivity,
improve employee development and decision-making, cultivate trust and create future
leaders.

Challenges: Servant leaders can become burnt-out as they may put the needs of their
team above their own, they may have a hard time being authoritative when they need to
be and the organization's goals may be at risk if the servant leader is only focused on
the needs of their immediate team.

Example: A product manager hosts monthly one-on-one coffee meetings with everyone
that has concerns, questions or thoughts about improving or using the product. This
time is meant for her to address the needs of and help those who are using the product
in any capacity.

ZAMBOANGA DEL SUR PROVINCIAL GOVERNMENT COLLEGE

COLLEGE OF CRIMINOLOGY
 CHARACTER FORMATION WITH LEADERSHIP, DECISION MAKING, MANAGEMENT
AND ADMINISTRATION
WEEK 3
Activity No. 1
Name: _________________________________ Date: _________
Course – Year & Section: ________________________ Score: _______

I—Essay (10 point each)

1. What is democratic leadership styles?
Answer:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
2.What is authoritarian leadership styles?
Answer:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
3.What are types of leadership styles?
Answer:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

To my students:

You are now about to start the first lesson for Week 4. Read the learning materials below then
answer the Activity No. 1

4. Autocratic leadership style

Also called the authoritarian style of leadership, this type of leader is someone who is
focused almost entirely on results and efficiency. They often make decisions alone or
with a small, trusted group and expect employees to do exactly what they’re asked. It
can be helpful to think of these types of leaders as military commanders.

This leadership style can be useful in organizations with strict guidelines or compliance-
heavy industries. It can also be beneficial when used with employees who need a great
deal of supervision—such as those with little to no experience. However, this leadership
style can stifle creativity and make employees feel confined.

You may be an autocratic leader if you:

 Have self-confidence
 Are self-motivated
 Communicate clearly and consistently
 Follow the rules
 Are dependable
 Value highly structured environments
 Believe in supervised work environments

Benefits: Autocratic leaders can promote productivity through delegation, provide clear

and direct communication, reduce employee stress by making decisions quickly on their
own.

Challenges: This style of leadership can cause stress to the leader by bearing all the
weight of decision making. The lack of flexibility and rigidness, as well as the lack of
interest in hearing the ideas from others, can cause resentment on the team.

Example: Before an operation, the surgeon carefully recounts the rules and processes
of the operation room with every team member who will be helping during the surgery.
She wants to ensure everyone is clear on the expectations and follows each procedure
carefully and exactly so the surgery goes as smoothly as possible.

5. Laissez-faire or hands-off leadership style

This leadership style is the opposite of the autocratic leadership type, focusing mostly
on delegating many tasks to team members and providing little to no supervision.
Because a laissez-faire leader does not spend their time intensely managing
employees, they often have more time to dedicate to other projects.

Managers may adopt this leadership style when all team members are highly
experienced, well-trained and require little oversight. However, it can also cause a dip in
productivity if employees are confused about their leader’s expectations, or if some
team members need consistent motivation and boundaries to work well.

You may be a laissez-faire leader if you:

 Effectively delegate
 Believe in freedom of choice
 Provide sufficient resources and tools
 Will take control if needed
 Offer constructive criticism
  Foster leadership qualities in your team
 Promote an autonomous work environment

Benefits: This style encourages accountability, creativity and a relaxed work

environment. Because of this, it can also increase employee retention.

Challenges: This style does not work well for new employees, as they need guidance
and hands-on support in their early days. This method can also lead to a lack of
structure, leadership confusion and employees feeling a lack of support.

Example: When welcoming new employees, Keisha explains that her engineers can set
and maintain their own work schedules as long as they are tracking towards and hitting
goals that they set together as a team. They are also free to learn about and participate
in projects outside of their team they might be interested in.

6. Democratic or participative leadership style

The democratic leadership style (also called the participative style) is a combination of
the autocratic and laissez-faire types of leaders. A democratic leader is someone who
asks for input and considers feedback from their team before making a decision.
Because team members feel their voice is heard and their contributions matter, a
democratic leadership style is often credited with fostering higher levels of employee
engagement and workplace satisfaction.

Because this type of leadership drives discussion and participation, it’s an excellent
style for organizations focused on creativity and innovation—such as the technology
industry.

You may be a democratic/participative leader if you:

 Value group discussions

 Provide all information to team when making decisions
 Promote a work environment where everyone shares their ideas
 Are rational
 Are flexible
 Are good at mediation

Benefits: Under this leadership style employee can feel empowered, valued and
unified. It has the power to boost retention and morale. It also requires less managerial
oversight, as employees are typically part of decision-making processes and know what
they need to do.

Challenges: This leadership style has the potential to be inefficient and costly as it

takes a long time to organize big group discussions, obtain ideas and feedback, discuss
possible outcomes and communicate a decision. It also can add social pressure to
members of the team who don’t like sharing ideas in group settings.

Example: As a store manager, Jack has hired many brilliant and focused team
members he trusts. When deciding on storefronts and floor design, Jack acts only as
the final moderator for his team to move forward with their ideas. He is there to answer
questions and present possible improvements for his team to consider.

7. Pacesetter leadership style

The pacesetting leadership style is one of the most effective for driving fast results.
These leaders are primarily focused on performance. They often set high standards and
hold their team members accountable for hitting their goals.

While the pacesetting leadership style is motivational and helpful in fast-paced

environments where team members need to be energized, it’s not always the best
option for team members who need mentorship and feedback.

You may be a pacesetter leader if you:

 Set a high bar

 Focus on goals
 Are slow to praise
 Will jump in to hit goals if needed
 Are highly competent
 Value performance over soft skills

Benefits: Pacesetting leadership pushes employees to hit goals and accomplish

business objectives. It promotes high-energy and dynamic work environments.

Challenges: Pacesetting leadership can also lead to stressed-out employees as they

are always pushing towards a goal or deadline. The fast-paced work environment
fostered under this style can also create miscommunications or a lack of clear
instructions.

Example: The leader of a weekly meeting recognized that an hour out of everyone’s

schedule once a week did not justify the purpose of the meeting. To increase efficiency,
she changed the meeting to a 15-minute standup with only those she had updates for.

8. Transformational leadership style

The transformational leadership style is similar to the coach-style in that it focuses on

clear communication, goal-setting and employee motivation. However, instead of
placing the majority of the energy into each employee’s individual goals, the
transformational leader is driven by a commitment to organizational objectives.

Because these types of leaders spend much of their time on the big picture, this style of
leading is best for teams that can handle many delegated tasks without constant
supervision.

You may be a transformational leader if you:

 Have mutual respect with your team

 Provide encouragement
 Inspires others to achieve their goals
 Think of the big picture
 Places value on intellectually challenging your team
 Are creative
 Have a good understanding of organizational needs

Benefits: Transformational leadership values personal connection with their team,

which can boost company morale and retention. It also values the ethics of the
company and team instead of being overly focused on achieving goals.
Challenges: Since transformational leaders look at individuals, it can cause team or
company wins to go unnoticed. These leaders can also overlook details as they are big
picture thinkers.

Example: Reyna is hired to lead a marketing department. The CEO asks her to set new
goals and organize teams to reach those objectives. She spends the first months in her
new role getting to know the company and the marketing employees. She gains a
strong understanding of current trends and organizational strengths. After three months,
she has set clear targets for each of the teams that report to her and asked individuals
to set goals for themselves that align with those.

9. Transactional leadership style

A transactional leader is someone who is laser-focused on performance, similar to a

pacesetter. Under this leadership style, the manager establishes predetermined
incentives—usually in the form of monetary reward for success and disciplinary action
for failure. Unlike the pacesetter leadership style, though, transactional leaders are also
focused on mentorship, instruction and training to achieve goals and enjoy the rewards.

While this type of leader is great for organizations or teams tasked with hitting specific
goals, such as sales and revenue, it’s not the best leadership style for driving creativity.

You may be a transactional leader if you:

 Value corporate structure

 Micromanage
 Don’t question authority
 Are practical and pragmatic
 Value goal-hitting
 Are reactionary

Benefits: Transactional leaders facilitate the achievement of goals, through short-term

goals and a clearly defined structure.

Challenges: Being overly focused on short-term goals and not having long-term goals
can cause a company to struggle with adversity. This style stifles creativity and is
motivating to employees who are not incentivized by monetary rewards.

Example: A bank branch manager meets with each member of the team bi-weekly to
discuss ways they can meet and exceed monthly company goals to get their bonus.
Each of the top 10 performers in the district receives a monetary reward.

10. Bureaucratic leadership style

Bureaucratic leaders are similar to autocratic leaders in that they expect their team
members to follow the rules and procedures precisely as written.

The bureaucratic leadership style focuses on fixed duties within a hierarchy where each
employee has a set list of responsibilities, and there is little need for collaboration and
creativity. This leadership style is most effective in highly regulated industries or
departments, such as finance, healthcare or government.

You may be a bureaucratic leader if you:

 Are detail-oriented and task-focused

  Value rules and structure
 Have a great work ethic
 Are strong-willed
 Have a commitment to your organization
 Are self-disciplined

Benefits: This leadership style can be efficient in organizations that need to follow strict
rules and regulations. Each person in the team/company has a clearly defined role
which leads to efficiency. These leaders separate work from relationships to avoid
clouding the team's ability to hit goals.

Challenges: This style does not promote creativity which can feel restricting to some
employees. This leadership style is also slow to change and does not thrive in an
environment that needs to be dynamic.

Example: Managers at a Department of Motor Vehicles office instruct their employees

to work within a specific, defined framework. They must take many steps to complete a
task with strict order and rules.

ZAMBOANGA DEL SUR PROVINCIAL GOVERNMENT COLLEGE

COLLEGE OF CRIMINOLOGY
 CHARACTER FORMATION WITH LEADERSHIP, DECISION MAKING, MANAGEMENT
AND ADMINISTRATION
WEEK 4
Activity No. 1
Name: _________________________________ Date: _________
Course – Year & Section: ________________________ Score: _______

I—Essay (10 point each)

1. What is democratic or participative leadership style?
Answer:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
2.What is transformational leadership style?
Answer:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
3.What is bureaucratic leadership style?
Answer:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

To my students:

You are now about to start the first lesson for Week 5. Read the learning materials below then
answer the Activity No. 1

How to choose and develop your leadership style

As someone who is interested in the leadership path or looking for more structure in
their leadership approach, it can be helpful to choose a leadership style that feels
authentic to you. Some questions you may ask yourself when trying to determine which
style is right for you include:

 What do I value more—goals or relationships?

 Do I believe in structure or freedom of choice?
 Would I rather make a decision on my own, or collectively?
 Do I focus on short or long-term goals?
 Does motivation come from empowerment or direction?
 What does a healthy team dynamic look like to me?

These are just a few examples of questions to ask yourself while reading through
leadership styles to help you decide which style you relate most with. To develop your
leadership style, consider these strategies:

 Experiment. Try out varied approaches in different circumstances and pay

attention to the outcome. Be flexible in changing out your approach.
 Seek a mentor. Speaking with a leader with more experience than yourself can
offer great insight into how they developed their style and what worked for them.
 Ask for feedback. Although sometimes hard to hear, constructive feedback helps
you grow into a successful leader. Seek feedback from individuals you trust will
give you an honest answer.
 Be authentic. If you are trying to perfect a leadership style that is in opposition to
your personality or morals, it will come across as inauthentic. Try to choose a
leadership style that’s in alignment with your strengths and work to further
improve it.

While a certain leadership style may be impactful in a specific job—for example,

autocratic leaders tend to do well in a military setting—the best leadership is using a
blend of these styles. Knowing what style to enforce in workplace situations comes with
time, practice and emotional intelligence. Remember, most leaders borrow from a
variety of styles to achieve various goals at different times in their careers.

While you may have excelled in a role using one type of leadership, another position
may require a different set of habits to ensure your team is operating most effectively.
By understanding each of these leadership types, and the outcomes they’re designed to
achieve, you can select the right leadership style for your current situation.

Behavior Management Strategies

The behavioral management theory is often called the human relations movement

because it addresses the human dimension of work. Behavioral theorists believed that a
better understanding of human behavior at work, such as motivation, conflict,
expectations, and group dynamics, improved productivity.

Behavior management is similar to behavior modification. It is a less intensive version

of behavior therapy. In behavior modification, the focus is on changing behavior, while
in behavior management the focus is on maintaining order. Behavior management skills
are of particular importance to teachers in the educational system. Behavior
management includes all of the actions and conscious inactions to enhance the
probability people, individually and in groups, choose behaviors which are personally
fulfilling, productive, and socially acceptable.[1] Behavior management can be
accomplished through modeling, rewards or punishment.

Professional training is vital to helping staff organize their thinking about problematic
behaviors, and to developing proactive skills that focus on prevention and respect.

Behavior Management Techniques

Here are six safe and effective behavior management strategies for remaining calm
and professional during challenging situations.

1. Be Mindful of Your Own Reaction.

A vital component of managing difficult behavior is knowing that your behavior
affects the behavior of others. What you say or do in response to an individual’s
behavior affects whether the behavior escalates or stops. When you’re aware of
this factor, and when you’re equipped and empowered with other effective and
respectful behavior management strategies, you’re better able to de-escalate
difficult behavior and help individuals regain control and make positive choices.

2. Maintain Rational Detachment.

When you’re rationally detached, you maintain control by not taking negative
comments or actions personally. Without this key ability, team members may react
instinctively or defensively, which will only escalate a situation. Equipped with this
skill, you’re better able to defuse challenging behavior and encourage positive
behavior.

3.
4. Be Attentive.
When people feel ignored, marginalized, or not cared for, they often act out. An
effective way to counter a person’s anxiety is to validate her feelings. Pay
attention to what she says. Give her plenty of personal space. Show her through
your facial expressions and body language that you’re listening, and you can take
away her reasons for being upset—and give her a reason to regain control.

5. Use Positive Self-Talk.

Remind yourself that when you’re the target of an outburst or a negative
situation, you’re rarely the cause of the behavior. And just as thinking, "I can't
deal with this" might cause you to react one way, telling yourself, "I know what to
do" will cause a more productive response.

6. Recognize Your Limits.

Being a professional doesn't mean that you can handle everything. Knowing that
you have support and backup is crucial to staying in control of your own behavior
and responding appropriately. Accept your limits and keep in mind that sometimes
the best decision is to let someone else take over.
7. Debrief.
Be sure to debrief after any incident. Talking about it can help relieve the stress.
 It’s also important to consider what was done well and how to respond better the
next time a situation occurs.
 

Decision-Making Theory: Definition, Nature and Theories

“Decision making is usually defined as a process or sequence of activities involving

stages of problem recognition, search for information, the definition of alternatives and
the selection of an actor of one from two or more alternatives consistent with the ranked
preferences,” this is one of the definitions of decision making. There are many others as
the decision-making process is used in different fields and each field has its own
convenient way of defining it. The epitome of all the definitions is – Decision making
means the adoption and application of rational choice for the management of the
private, business, or governmental organization in an efficient manner.

There are four models of the decision-making process and they are as follows –

1. Rational Actor Model

This model solely believes in rational methods of decision making. This is based on
Economic Theory and utilitarianism. It is believed that an ‘Economic Man’ works
rationally and looks at the maximum utility while making a decision. This model can be
said to be the best form for business organisations that seek maximum benefit.

2. Incremental Model

In this method, it is said that the policies should be formulated in such a manner that
there is a scope for review and revise whenever required. Policy formulation should be
made flexible in order to avoid major mistakes and miscarriages.

3. Bureaucratic Organization Model

This was devised in the backdrop of the Cuban Missile crisis in 1962. Bureaucrats play
the most important role in both the formulation and implementation of the decisions. In
this process, it is said that there are certain ideal inclinations and long cherished values
which impact the process of decision making. This impact is unavoidable at times.

4. Belief System Model

In the belief system model, the decisions are taken within the decision-makers or the
states’ ideological and deep-rooted beliefs. For example, a communist country cannot
make a decision that is against the welfare of its citizens. No matter how rational a
decision is, it is made by keeping the deep values incorporated by the decision-makers.

Stages of Decision Making

There are again four stages of decision making, namely – Policy initiation,

Formulation of the decision, Implementation of Policy and Evaluation. 
The process of policymaking is initiated at the background of an existing problem. The
process should commence at the time right time and with the right details in handy. This is to
ensure that the problem is addressed timely and properly. The time lag between the emergence
of problems and the taking of a decision is inevitable but can be reduced considerably by the
speedy response.

The process of formulation of the decision is rather the tough part having involved various
personals and detailing that it requires. This is the most important stage of decision making as
the more accurate the solution to the problem is, the earliest would the problem be solved.
Implementation of the policy is also a vital stage. It is not only enough to make a decision but
this decision has to reach the subjects; that is when it is successful. In order to have a
successful policy or decision, it is most important to implement the needful as prescribed in the
policy.

The process of implementation should also be checked in a time-bound manner. Evaluation

is simply the result of the decision or policy. It tells how successful the policy or decision is and
its pros and cons. This would be helpful to review and revise the problem in a needful manner.

It is also necessary to evaluate because of the complex and dynamic. What is needed today
might not be a requirement for tomorrow. Hence it is important to evaluate the decision.

Individual Decision Making - Pros and Cons

Individuals have a tendency to think and question before performing. This is fruitful in
analysis and forecasting of individual’s behavior. Individual decision making has certain
pros and cons, few of which are mentioned below:

Pros of Individual Decision Making

 An individual generally makes prompt decisions. While a group is dominated by

various people, making decision-making very time consuming. Moreover,
assembling group members consumes lot of time.
 Individuals do not escape responsibilities. They are accountable for their acts
and performance. While in a group it is not easy to hold any one person
accountable for a wrong decision.
 Individual decision making saves time, money and energy as individuals make
prompt and logical decisions generally. While group decision making involves lot
of time, money and energy.
 Individual decisions are more focused and rational as compared to group.

Cons of Individual Decision Making

 A group has potential of collecting more and full information compared to an individual
while making decisions.
 An individual while making any decision uses his own intuition and views. While a group
has many members, so many views and many approaches and hence better decision
making.
 A group discovers hidden talent and core competency of employees of an organization.
 An individual will not take into consideration every members interest. While a group will
take into account interest of all members of an organization.

ZAMBOANGA DEL SUR PROVINCIAL GOVERNMENT COLLEGE

COLLEGE OF CRIMINOLOGY

CHARACTER FORMATION WITH LEADERSHIP, DECISION MAKING, MANAGEMENT

AND ADMINISTRATION
 WEEK 5
Activity No. 1
Name: _________________________________ Date: _________
Course – Year & Section: ________________________ Score: _______

I—Essay (10 point each)

1. Behavior management techniques, are?
Answer:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
2.How to choose and develop your leadership style?
Answer:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
3.What are the 4 models of the decision making process?
Answer:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

To my students:

You are now about to start the first lesson for Week 6. Read the learning materials below then
answer the Activity No. 1

DECISION MAKING PROCESS

A decision cannot be taken in isolation. It is influenced by past experience, present
conditions and future expectations. Once a decision is taken, then it becomes difficult to
reverse it. It is pertinent to discuss the problem involved and then take a decision after
considering various possibilities. Decision-making involves the following steps:

Steps in Decision Making

Decision making is a complex mental process. A good-decision-maker has to follow

certain steps in decision making. They are:

1. Identify the problem and define it.

2. Develop objectives.

3. Seek the facts and identify the problem.

4. Develop a model.

5. Evaluate the alternatives.

6. Select the best solution.

7. Implement the decision or plan a course of action.

1. Identify the Problem and Define it

"A problem well defined is half-solved". Unless one knows the problem in clear terms, it
is not possible to attempt a solution. Critically examine the situation and identify the
apparent problem. This is the starting point in decision-making.

The decision-maker must identify the problem correctly. He has to answer questions
such as whether the real problem has been identified? Will solving the problem
accomplish the results desired now and in the future? Are there any related Problems?

2. Develop Objectives

To develop specific and measurable objectives, it is to be remembered that the real

problem should be borne in mind.

3. Seek the Facts

Collect all available information relating to the problem; Seek the facts relating to: The
situation factor (What?); The people factor (Who?); The place factor (Where?); The time
factor (When) and; The causative factor (Why?).

Information should also be collected regarding the influence of environmental factors

such as political, economic and social factors.

4. Develop a Model

The next step is developing a model. Simply stated a model is a representation (usually
mathematical) of a given situation. Examples of models are architects making physical
models of buildings, engineers developing scale models of chemical plants etc. But a
decision-maker uses a mathematical model which is a set of mathematical
relationships. These relationships are expressed in equations. Business problems can
be easily understood and analyzed by constructing models.

5. Evaluate the Alternatives

We have to find out as many alternatives or solutions to the real problem as we can. We
have to be sure that we are considering all the possibilities. The result of each
alternative is to be evaluated.

6. Select the Best Alternative

After reviewing each of the proposed alternatives, a few will appear to be better than the
rest. Take the best alternative that gives the maximum pay-offs according to our
selected criterion. The decision-maker should consider questions such as: Is this the
best alternative? Whether it can be done? Is it feasible and practical? Will it correct the
conditions that caused the problem? Will it have adverse consequences?

7. Implement the Decisions

Put together an action plan to implement the decision. There must be feedback and
control after implementing the decision. This will give him valuable information regarding
the effectiveness of the decision and also whether the decision taken will achieve the
designed objectives.

THE ART OF DECISION MAKING FOR CRIMINAL JUSTICE PROFESSIONALS

Criminal justice professionals have limited time to make critical decisions, which could
mean the difference between life and death. While there is no decision-making process
that is foolproof, training, conditioning, and practice among criminal justice leadership
can help these professionals react more rationally and strategically in the heat of the
moment. Additionally, an MPA program with a criminal justice specialization provides
the tools and knowledge to make effective split-second decisions, and enjoy a
rewarding career.

Decision Making Challenges for Criminal Justice Professionals

Stress-exposure events, which are defined as being unpredictable, unstable, chaotic,

and in high-stress conditions, degrade a criminal justice professional’s ability to make a
logical, rational decision.  During these events, criminal justice professionals can
experience lag-time in their decision-making skills.

Other challenges called psychological traps can negatively influence a police leader’s
ability to make decisions as well. The FBI outlines five psychological traps:

 Framing: A situation that is evaluated through only one lens

 Overconfidence: Overestimating one’s abilities or expertise; in
fact, overconfidence was highlighted by a California Commission on Peace
Officer Standards and Training as being a primary cause of officer injury and
death
 Selective perception: Consciously or unconsciously choosing what to focus
on and to recall about a scene or incident
 Information overload: The burden of having too much to focus on and
therefore missing or losing time or observations
  Emotions: Feelings of anger, sadness, fear, and so forth that can impact one’s
judgment

The consequences of making the wrong decision can include:

 Loss of life for a law enforcement specialist or an innocent party.

 Monetary costs to a department or a jurisdiction.

 Public scrutiny and negative public perception.

 Losing one’s job or being demoted.

 Posttraumatic stress disorder, family issues, and other psychological issues

related to the consequences of a poorly made decision during a stress-exposure
event.

Due to the consequences listed above, it’s important that criminal justice leadership
provide the training needed to make reliable, ethical decisions in all circumstances.

Tips for Effective Decision Making on the Job

Scenario-based conditioning and training are necessary for criminal justice
professionals to prepare themselves to make important decisions in the line of
duty. Police training simulators are increasingly relied upon by criminal justice leaders to
hone professionals’ decision-making skills as finely as possible. Some simulators even
allow trainees to feel near-misses or impact in a contrived use-of-force scenario. This
provides a truly comprehensive experience.

In addition to training with a simulator, there are several tips criminal justice
professionals can apply to their decision-making processes, which can result in saving a
life, such as:

 Look at a situation from different perspectives and angles to maximize the

number of solutions.

 Evaluate the situation to identify threats and non-threats; try to make logical
decisions about how to react appropriately.

 Visualize how situations will play out before acting.

 Challenge assumptions about a situation.

 In situations that allow it, solicit advice and guidance from colleagues.

 Make decisions about what information is most important and strive to commit
that to memory.

 Be aware of emotions and acknowledge them before making a deliberate shift

to logical decision-making.

 Practice verbal and non-verbal communication skills with colleagues in order to

transmit messages on how to respond to a situation.
Criminal justice professionals are responsible for their own mental, emotional, and
physical fitness, all of which influence their ability to make decisions. However, leaders
in criminal justice should value continuous mental and physical decision-making training
for their team.  Such comprehensive training bears a meaningful difference in criminal
justice professionals’ abilities to make decisions in the both tactical and strategic
scenarios.

Communication Barriers Defined

Communication barriers can include anything that prevents or disables communicators

to deliver the right message to the right person at the right time, or a receiver to get the
right message at the right time. 

There are 3 main categories of communication barriers that can make effective

communication challenging.
 Physical communication barriers such as social distancing, remote-work, desk
less nature of work, closed office doors, and others.  
 Emotional communication barriers resulting from emotions such as mistrust
and fear. 
 Language communication barriers that refer to how a person speaks both
verbally and nonverbally. 
However, these communication barriers present just a high-level overview of the cause
of inefficient communication. Let’s take a deeper look into some of the most common
communication barriers that employers face today. 

Top 13 Communication Barriers Organizations Face Today

When talking about communication barriers in the workplace, challenges to effective

communication are more obvious than ever before. Multigenerational workplaces, the
rise of remote work, dispersed workforce, the introduction of new communication
technology and different employee expectations are just a few examples of
communication barriers that have emerged in the past few years.  

1. Communication skills and styles

People have different communication skills and styles. Often times, these differences

in communication skills can create communication barriers between the communicator

and the receiver of the message. 

2. Social distance and physical barriers

As mentioned earlier, many companies now depend on digital means of communication

due to social distancing and remote ways of working. These physical barriers are
even more evident within organizations with blue-collar employees without
designated working space. 
Such barrier can go a long way in causing damage to an organization that doesn’t know
how to leverage technology to eliminate communication challenges. 
3. Disengagement

Effective communication is about engagement between the parties involved in

communication. When there is no engagement from both parties, this ruins the
purpose of effective communication.
Unfortunately, organizations across the world are fighting the problem of disengaged
workplaces. They are struggling to catch their employees’ attention and drive the culture
of open, engaged, and transparent communications. 

4. Organizational structure

Complex and rigid organizational structure can be the main culprit for inefficient
communication, making it one of the most common communication barriers. Such
organizations may have inefficient information sharing and communication
systems, often resulting in frustrations, lack of engagement, and productivity among
employees.
If a company is highly hierarchical, information can easily get siloed, lost or distorted as
it travels through each layer of the hierarchy.

5. Information overload

Too little information is not good, but too much information can cause even more
damage. Yet, information overload has always been one of the biggest
communication barriers. Moreover, information overload has proved to have a very
negative impact on employees’ wellbeing, productivity, and success at work. 

6. Lack of trust

When there is no trust, there is no effective communication. In other words,

when employees don’t trust their employers, leaders, or managers, communication
suffers. 
This is the reason why one of the main goals for organizations across the world has
become to build trust in the workplace. Yet, many employers still have a long way to
go to become more trustworthy. 

7. Clarity, consistency, and frequency

Communications professionals need to understand the importance of clear, consistent,

and frequent communication. When messages across different channels are not
consistent, trust gets hurt. When messages don’t get delivered frequently or in a timely
manner, employees miss out on important information or updates. 

8. Listening

Communication should always be a two-way street. Moreover, listening is often much

more important than speaking. Yet, many companies still don’t understand the
importance of encouraging employees’ share of voice and the value of their feedback. 
Those who drive and nurture the culture of open workplace communication enjoy a
happier, healthier, and more engaged workforce. 

9. Wrong communications channels

There are many different communication channels people use nowadays. The same is
true for companies, especially large enterprises. Such complexity in the
communication ecosystem makes it hard for employers to make sure that they use
the right channels to inform their people and deliver relevant information in a timely
manner. 
As the result, the average employee spends around 20% of their time searching for
internal information.

10. Demographic and cultural differences

The way people interact with each other can vary depending on the demographic and
cultural differences. If communicators are not aware of these differences,
communication barriers will arise.

Hence, it is important to find a common ground for effective communication and

adapt to the work culture of the organization to communicate effectively.

11. Wrong communication technology

Communication technology can make or break any organization’s communication

strategy. In the sea of available technology, employers need to be able to find and
implement solutions that best fit their organizational needs and goals. 
Luckily, modern internal communications solutions are made to tackle the biggest
communication barriers. 

12. Lack of personalization

Lack of personalization is one of the biggest reasons why disengagement happens.

When receivers get information that is not relevant to their nature of work, or messages
that are of no interest to them, they are much more likely to ignore future
communications coming their way. 
13. Grapevine communication

American Management Association estimating that 70% of all organizational

communication emanates through the grapevine. Moreover, most people deem it
trustworthy as well. 
This informal type of communication may have a significant impact on your people, your
business performance, and your ability to build trust with your employees. Therefore, it
is crucial for employers to understand the power of grapevine communication in order to
be able to control and manage it effectively. 

ZAMBOANGA DEL SUR PROVINCIAL GOVERNMENT COLLEGE

COLLEGE OF CRIMINOLOGY

CHARACTER FORMATION WITH LEADERSHIP, DECISION MAKING, MANAGEMENT

AND ADMINISTRATION
WEEK 6
Activity No. 1
Name: _________________________________ Date: _________
Course – Year & Section: ________________________ Score: _______
I—Essay (10 point each)
1. The art of decision making for criminal justice professionals is?
Answer:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
2.Tips for effective decision making on the job?
Answer:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
3.Why decision making is a complex mental process?
Answer:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________