SUPERVISORY

LEADERSHIP
• LEADERSHIP- is the process of influencing group
activities toward the achievement of goal.
• -is getting people to do what the leaders want
them to do because he has influenced or inspired
them to believe it is what they want to do.

• POWER- ability to get what we want done, done.

• - ability to reward or punish.
 SUPERVISION
• is the function of directing and controlling the work of a
group of individuals to accomplish designated objectives.
• Supervision is defined as the act of supervising; the
authority to direct or supervise.
• 
• Supervision as a management functions refers to the act
of keeping a close eye on the work of workers and
employees in the performance of the jobs assigned to
them. Thus, the individual who is in charged with this
function and responsibility is called a supervisor.
 SUPERVISION
• Supervision is further defined as function of
directing and controlling the work of a group of
men to accomplish designated objectives.

• A supervisor is a leader. It is his actions that his

men are motivated to work toward agreed-upon
goals. Supervision is crucial to all organized
endeavor. And the behavior of a supervisor is vital
for determining the level of productive and the
morale of his work group.
 SUPERVISION
• Advantages:
• A feeling of accomplishment.
• Prestige within and outside the police department.
• A step up in the organization.
• A greater opportunity to have more control over the
type of police service provided to the community.
• A greater opportunity to provide input to the decision-
making process.
• An opportunity to be in charged of an operation.
• Receiving a broader perspective of the unit overall
operation.
 SUPERVISOR'S SKILLS
AREA (HUMAN SKILLS)
• Knowledge
• Provides officers with appropriate
administrative and technical support.
• Knows each officer’s workload.
• Reviews officers’ reports for accuracy,
thoroughness and quality.
• Demonstrates a real interest in seeing that
officers do a good job and carry out their
assignments.
 SUPERVISOR'S SKILLS
AREA (HUMAN SKILLS)
• Knowledge
• Fairly implements departmental policies, rules and
regulations.
• Capable of doing all tasks an officer must perform.
• Scheduling of officers according to organizational
priorities.
• Training and development of officers.
• Organizing work in such a way to effectively and
efficiently achieve objectives and goals.
 SUPERVISOR'S SKILLS
AREA (HUMAN SKILLS)
• Human
• Listens and discusses problems with subordinates.
• Deals with each officer as an individual.
• Develops a rapport with officers.
• Lets officers know where they stand.
• Performs as a professional and sets the standards for
employees.
• Works with officers to increase positive attitudes and
counsels them in a positive manner.
• Gives praise when appropriate.
• Motivates employees.
• Resolves conflict.
• Tell employees when they have not met performance
standards.
 SUPERVISOR'S SKILLS
AREA (HUMAN SKILLS)
• Conceptual
• Demonstrates the ability to analyze data and make
decisions.
• Works to eliminate errors and improve proficiency.
• Develops and shares information.
• Identifies emerging problems and works for their
resolution.
• Utilizes all sources in an effort to deal with the positive
interpretation of information.
• Identifies objectives.
• Assesses performance.
• Conceptualizes the technical and human aspects of the
work environment.
 SUPERVISOR'S SKILLS
AREA (HUMAN SKILLS)
• Affective
• Integration of organizational and community value
systems.
• Creation of an environment based on a belief in
equality and the opportunity for all to succeed.
• Fairness in relationships with subordinates.
• Values employees and their potential contribution
to the organization.
• Awareness of personal strengths as well as
limitations.
• Acceptance of responsibility.
• Developing interrelationships based on equal
 SUPERVISORY FUNCTIONS
KNOWLEDGE HUMAN CONCEPTUAL AFFECTIVE
Scheduling Motivating Analysis Attitude
Evaluating Communicating Interpreting Values
Organizing Leading Solving Fairness
Work Resolving Problems Equality
Training Conflict Identification of Inter-
Directing Integrating Objectives relationships
Assessment
 MANAGEMENT WANTS FROM
SUPERVISOR
• Meet with management, as needed, to resolve specific
problems or concerns.
• Communicate subordinate’s concerns, desires, and
suggestions to management.
• Render testimony at disciplinary hearings.
• Respond in writing to various requests from
management.
• Prepare and submit budget requests.
• Complete assigned investigations.
• Prepare written employee investigations.
• Comply with procedures and policy.
• Transmit the organizational value system to the
members.
 SUBORDINATE
EXPECTATIONS OF THE
SUPERVISOR
• To be a good leader
• Devoted time to real supervision which
include planning, assigning of current
work following up on it, training and
seeing that training properly done, taking
a personal interest in each employee,
and always being available.
• Supervisor should recognize the needs of
the subordinates
 PEER’S EXPECTATIONS OF THE
SUPERVISOR

• Positive Relationship
• cooperation
• collaboration

• “Secret of getting results 99%

supervision 1% giving instructions.”
 SUPERVISION
• Shoulders own responsibility- doesn’t pass the buck.
• Understands his men- is friendly
• Progresses- plans for self-improvement
• Enforces all regulations- sets good example
• Respects his men- builds confidence, goodwill
• Visualizes problems- takes preventive action
• Inspires confidence- develops morale
• Sells ideas- gets cooperation
• Instructs clearly- gets full information
• Originates- takes initiatives
• Notices performance- gives credit where due.
 TEN COMMANMENTS FOR
LEADERSHIP
• 1. Thou shalt encourage men to dare to do a better job.
• 2. Thou shalt keep thy door ajar so subordinates will not
be chilled when they approach thee.
• 3. Thou shalt make no commitments that thou canst keep.
• 4. Thou shalt be cautious about making commitments.
• 5. Thou shalt build confidence among men by becoming
one who keeps a promise, realizing that broken promises
shatter faith.
 TEN COMMANMENTS FOR
LEADERSHIP
• 6.Thou shalt believe in thy fellowmen
• 7. Thou shalt radiate confidence that thy instructions will
be complied with, that thy orders will be carried out.
• 8. Thou shalt shock thy staff every now and then- in fact,
the entire work force.
• 9. Thou shalt cultivate the art of delegating responsibility
• 10. Thou shalt recognize that years sneak up on thee, and
peace of mind is something precious.
 LEADERSHIP
• Legitimate
• Exemplary
• Advocate
• Disciplined
• Educated
• Responsible
• Sacrificing
• Hardworking/ Honest
• Integrity
• People and Performance Oriented