Associate Jul/Aug 2014

www.fbinaa.org

J U L

2 0 1 4

A U G

hile leadership is one of the most important components of

any successful law enforcement organization, it is probably

the least understood. The image that many officers hold of leadership

is often based more on anecdotes, stories, and legends than facts. The

heroic vision of leadership featured in the news media and popular press

has created a tendency among officers to think about leadership only

in the context of authority, titles, and people who are in charge.

The

idea that leadership requires formal authority is one of several popular

myths surrounding the concept and practice of leadership. Many of

these myths have persisted for so long that they have assumed an air

of legitimacy. However, when stripped of mythology, many officers are

surprised to learn that leadership is really about teamwork; empowering

others; and prioritizing the goals, development, and successes of others.

“Everything rises and falls

on leadership”

– John Maxwell

continued on page 18

Law enforcement agencies are defined by the

quality of their leadership. Leaders play a major

role in establishing a vision, setting organizational

goals, and motivating officers to reach those

objectives. On the other hand, law enforcement

leaders who espouse the wrong values or who

model inappropriate behaviors can create an

atmosphere of apathy; frustration; and, in certain

cases, corruption and abuse. To further complicate

matters, the problems facing today’s law enforce-

ment agencies are complex, often requiring the

combined talents and efforts of dedicated people

throughout the organization. To be successful,

today’s lawenforcement leadersmustbeequipped

with the skills, knowledge, and attitudes necessary

to build trust, inspire others, cultivate organiza-

tional change, lead teams, develop cooperation,

and promote ethical behavior.

Law enforcement leaders often accept myth over fact because they

do not know how to distinguish them. It is only by recognizing and

understanding these myths that leaders can ever reach their full poten-

tial, as well as help others develop their leadership potential. This article

identifies and debunks 10 popular leadership myths. It also offers sug-

gestions for how to best avoid each myth, as well as advice on how to

better lead officers in today’s complex and demanding environments.

Myth #1:

Common Set of Leadership Traits

One of the oldest and most popular myths surrounding leader-

ship is the belief that all good leaders possess a common set of traits.

Popular leaders are often portrayed as charismatic, courageous, and de-

cisive. According to leadership scholar and author Gary Yukl, although

studies have linked certain behaviors with good leadership, no univer-

sal set of traits or behaviors has yet been identified that is effective in

every instance.

In other words, when it comes to leadership, there is no

“one

size fits all.”

Some situations may demand a leader to be decisive and

action-oriented, while others may require patience and collaboration.

Rather than focusing on a particular set of traits, it appears to be more

beneficial to match a person’s leadership style to the demands of their

followers and the constraints of the situation. In other words, placing

the right leader in the right position seems to be more important than

trying to identify leaders with a particular set of traits who will perform

successfully in every case.

Myth #2:

Leadership Requires Formal Authority

The second myth is the idea that leadership requires formal au-

thority. In other words, the ability to influence others is restricted to

individuals appointed to leadership positions.

This view is perhaps

best reflected by the statement: “When the department promotes me,

I will become a leader.” Despite the continued popularity of this myth,

it overlooks the simple fact that true leadership cannot be appointed

or assigned; it is not based on title or position. Rather, the measure of

leadership is influence – nothing more, nothing less. Leadership is the

ability to influence, inspire, and motivate others to achieve organiza-

tional objectives, regardless of a person’s rank, title, or status. Thus,

anyone who is able to inspire others to do more and to become more

is a leader. The trust, respect, and credibility that make leadership pos-

sible must be earned. Officers will gravitate naturally toward others

whom they respect and trust, regardless of the individual’s level of for-

mal authority. It is the power granted by others that makes someone a

leader, not the amount of formal authority associated with a person’s

title or position. Titles are granted, but it is a leader’s character and

behavior that earn respect.

Myth #3:

Leaders Are Born, Not Made

The third myth – the belief that leaders are born, not made – is

one of the longest standing misconceptions in leadership.

The idea

that leaders are born with special attributes that make them different

from followers can be found as far back as the writings of Plato and

Aristotle. Plato maintained that only a select few have the superior

wisdom required to lead others, while Aristotle believed that people

are marked from birth for subjugation or command. Indeed, noth-

ing could be further from the truth. While people may be born with

certain predispositions for leadership, most leadership skills can be

learned through the right combination of study, practice, and expe-

rience.

For example, a leader’s abilities to communicate effectively,

build trust, and motivate others can all be improved with training,