Table of Contents
Section 2: Understanding Administrative Behavior in Criminal Justice Agencies
As you learned in Section 1, criminal justice agencies do not exist in a vacuum. Nor do they simply operation from wrought Standard Operating Procedures. They are living organisms that exist in communities with civilian oversight, elected officials, and close monitoring by the public. All this means agency behavioral changes can be the result of many factors. In some instances, the agency may need external intervention in order to solve a problem with a leader or leadership structure. Changes in leadership after a contentious period can be challenging and often require a period of reflection and reform before the agency can move forward. Criminal justice organizations have often been reflections of the communities in which they serve. As the demographics of the United States change, so too, should the composition of criminal justice agencies. Changes in hiring practices, promotion, and even supervisory styles are all aspects that help ensure the long-term sustainability, and community acceptance of the organization as a partner in both social order and community support. Criminal justice executives play an important role in translating research and theoretical perspectives on administrative behavior in political environments. Strong administrators will have a deep understanding of the theoretical perspectives associated with how, why, and when organizations need to change to be good stewards in the community. In this section, you will explore some of these issues. For the next three weeks of the class we will explore the issues of toxic leadership and change after a toxic leader has left; the politics of criminal justice agencies and managing diverse staff.
Toxic leadership has been discussed in the literature related to military command structures and solider and sailor morale. Jean Lipman-Blumen, 2004, defined the term in the book. The Allure of Toxic Leaders: Why We Follow Destructive Bosses and Corrupt Politicians–and How We Can Survive Them. From there, the term has been used to explain dysfunction within and organization. But how does the behavior of an organization’s toxic leader influence organizational functioning and community practice in criminal justice agencies? How does an agency recover after a toxic leader leaves? In many instances, organizations may not even know they have a toxic leader. Morale may be low, staff turnover is high, but these factors may be attributed to a high stress job. How do you know if it’s a leadership issue? Through three readings this week, we will explore some attributes of a toxic leader as well as how to recover from toxic leadership. In Webster, 2016, we will delve into the issue of how workers typically respond to a toxic leaders style and behavior. This will include theoretical concepts related to the longer-term impact of this type of leadership style and how toxic leaders actually breed other toxic leaders. Yavas, 2016, will help us understand how toxic leadership in one part of an organization can cause dysfunction in other parts of the organization. Yavas, 2016, will also explain how, in many cases, workers may not even know they are working for a toxic leader. Finally, Armitage, 2015, will explore some of the issues and advantages of keeping toxic leadership. For this week’s assignment, you will compose an action plan to present to human resources on how the criminal justice organization can recover from a toxic leader. This will be an opportunity to test your knowledge of what a toxic leader is, how to recognize it and how the organization can recover.
Be sure to review this week’s resources carefully. You are expected to apply the information from these resources when you prepare your assignments
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Compose an action plan to present to HR, which addresses how you would replace a toxic leader in your organization. Discuss which attributes led you to identify this person as a toxic leader. Discuss how you will repair the rift caused by the leader after removal. As part of this plan, also create an outline for the ideal leader who can serve in an interim capacity to help transition from the toxic leadership. Your action plan should demonstrate thoughtful consideration of the ideas and concepts that are presented in the course and provide new thoughts and insights relating directly to this topic. Your response should reflect graduate-level writing and APA standards. References: Include a minimum of five scholarly references. |
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