ful organizational change than the effi - cient management of resources. People matter—and all leaders, managers and supervisors must embrace that truth in their various efforts. A manager who doesn’t consider and value people is simply a bad manager. Another example: Law enforcement or- ganizations have as part of their mission and vision statements goals involving community policing and problem oriented policing. Both leadership and management play a signifi cant role in these philosophies but, more often than not, we discount how leadership and management corre- late with each other in community policing concepts.
Leadership is required to engage internal and external stakehold- ers to embrace this philosophy, to change an organizational culture away from traditional and “re- sponse-only” policing to one that is proactive and addresses problems rather than incidents. Manage- ment is required to properly ana- lyze crime data, CompStat, conduct cost/benefi t analysis, and conduct community surveys.
All ranking members of the orga- nization from fi rst-line supervisors to CEOs are required to be man- agers, incorporating into the plan features that work toward crime reduction or incorporate cost sav- ing measures. Supervisors must ultimately utilize strong leadership skills to inspire their troops to value these initiatives as community qual- ity of life issues.
Conclusion
The law enforcement profession has rightly put strong emphasis on leadership yet we have not put the same emphasis on the impor- tance of management. Promotional exams for fi rst-line supervisors to CEOs tend to focus on questions of leadership, leadership styles, philosophies, and the techniques the candidates will employ to get people to embrace the mission and vision of the organization. Management and leadership may have different elements to some extent, but they are both forms of
leadership and vitally important to orga- nizational successes. It is a disservice to the management function to suggest that it is about things rather than people and is therefore a second-class leadership func- tion, if it is leadership at all.
We should encourage our supervisors at all levels to develop the mind of a man- ager while never relinquishing the soul of a leader. Part Two of this article will
discuss a wide band of activities normally identifi ed as management functions that are actually vitally important leadership initiatives also critical to effective risk management and liability prevention.
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