Acting Out: Outlining Specific Behaviors and Actions for Effective Leadership

• NCJ Number: 231999
• Author(s): Mitchell P. Weinzetl, A.A.S., B.A., M.A.
• Date Published: 2010
• Length: 269 pages
• Sale Source: Charles C. Thomas
• Publication Format: Book (Hardbound)
• Publication Type: Overview Text; Instructional Material
• Language: English
• Country: United States of America

Annotation

Under the assumption that policing is a business subject to the same principles and leadership qualities as any other business, this book focuses on what is required to be an effective leader and manage change (i.e., personal change, intellectual change, process change, organizational change, and personal growth and development).

Abstract

Part One addresses what effective leaders can accomplish through communication and leadership actions. The principles emphasized are that leadership is action-based; must be practiced continuously; must involve the development of leadership skills down to the lowest levels of the organization; and must consist of thinking, knowing, and behaving. Part One maintains that every feature of leadership involves communication. Three chapters discuss the communication system, the "act of dialogue," and dialogue that involves addressing difficult and controversial issues. Another chapter of Part One profiles leadership as actions that inspire others "to act voluntarily." Part Two of the book examines the "actions-based" approach in leadership. Chapters are entitled, "Vision and Direction," "Thinking," "Decisionmaking," "Organizational Change," "Organizational Development," "Personal Mastery," and "Teaching." Each of these chapters pertains to a leadership capability that must be developed and practiced in setting the goal for a business and effectively moving it toward that goal. Part Three discusses the concept of the "leadership replication cycle" (LRC). The LRC has two parts. The first part is the process used to develop personal leadership knowledge, skills, and behaviors. This involves collecting information needed on leadership and turning that information into effective leadership behaviors. The second part of the LRC is the process used to "gently and intentionally push these concepts down through each and every member" of the organization, so as to develop leadership behaviors throughout the organization. Each of the chapters of Part Three addresses some action needed in implementing these two parts of the LRC. 38-item bibliography and a subject index