ASSOCIATE Magazine FBINAA Q2-2025

I n the context of law enforcement, the notion of leadership is often broad based and over generalized. While general (basic) leadership skills are crucial in policing, they are not always sufficient to address the complex demands placed on officers in command positions. One significant problem is that many officers, who are promoted to leadership positions based on their exemplary performance as rank-and-file officers and or test scores, often lack the specific leadership training required for the complex managerial tasks that come with their new roles. Research from the Bureau of Justice Statistics (BJS) highlights that law enforcement agencies frequently promote officers based on their technical skills, performance in the field, testing and years of service, rather than their capacity for leadership in administrative and strategic roles. This approach, while understandable in some con texts, can be a double-edged sword. A police officer’s ability to make arrests, respond to critical incidents, or engage with the public does not necessarily translate into the competencies needed for managing a team of officers, overseeing budgets, setting department-wide poli cies, or navigating significant political and social pressures. The Federal Bureau of Investigation (FBI) has also recognized that leadership challenges in law enforcement are exacerbated by the absence of targeted leadership training tailored to the distinct needs of different command ranks. This lack of role specific training can lead to operational inefficiencies and, more critically, erode public trust—underscoring the urgent need for a more strategic approach to leadership development within law enforcement agencies. This gap in training can have far-reaching consequences, from tactical and operational inefficiencies to more serious failures in public trust. LEADER FAILURES AND THEIR CONSEQUENCES When leadership within law enforcement agencies fails, the impact extends beyond operational inefficiencies and tactical errors. The public trust in the police is often eroded, and the de partment itself may face internal challenges such as low morale, high turnover rates, and decreased engagement from officers on the ground. Unfortunately, we know from recent past examples, these leadership failures are not rare. A significant example of leadership failure occurred in the aftermath of the 2014 shooting of Michael Brown in Ferguson, Mo., which highlighted systemic problems within the Ferguson Police Department. One of the root causes (according to the DOJ review) of the unrest was attributed to leadership and manage ment failures at various levels of the department. The leadership was criticized for a lack of strategic direction and for fostering an environment that prioritized aggressive policing tactics over community engagement. The lack of effective leadership in deal ing with the incident contributed to the escalation of violence and mistrust between the police and the community, leading to a significant breakdown in public safety and relations. Similarly, during the 1999 events surrounding Amadou Diallo in New York City, where four police officers fired 41 shots at an unarmed man, one of the key factors cited in the investigation was the lack of proper leadership and accountability. The officers involved were not adequately trained to deal with the high-pres sure situations they faced, and the leadership structure within the department did not have adequate mechanisms in place to monitor and address performance issues at the operational level. LEADERSHIP GAPS IN LAW ENFORCEMENT

FBINAA.ORG | Q2 2025

More recently, the 2020 death of George Floyd in Minneapolis brought issues of policing and leadership to the forefront once again. Beyond the individual actions of the officers involved, the failure of leadership within the Minneapolis Police Department to address a history of excessive force, poor officer training, and a culture of indifference to misconduct played a crucial role in the tragedy according to the Department of Justice. In each of these incidents, a common theme is that leadership—at both the tactical and strategic levels—was either inadequate or lacking entirely, and this failure had catastrophic consequences THE NEED FOR RANK-SPECIFIC LEADERSHIP TRAINING In order to mitigate these challenges, law enforcement agen cies must prioritize leadership development at all ranks, with a focus on providing training that is specific to the responsibilities and challenges of each command level. For example, the leader ship needs of a sergeant, responsible for supervising frontline officers, differ considerably from those of a lieutenant or captain tasked with overseeing larger units and making decisions that affect the broader department. According to the FBI National Academy, while law enforce ment professionals often receive general leadership training during their careers, the training is not typically specific to the unique requirements of higher command positions. The FBI’s Law Enforcement Executive Development Association (LEEDA) emphasizes the importance of leadership training that takes into account the specific duties of police commanders, including personnel management, resource allocation, and crisis man agement. Without specialized training, officers may struggle to transition from tactical roles to strategic leadership, resulting in mismanagement or inadequate responses to complex issues. The BJS also reports that only about 40 percent of law enforce ment agencies in the United States provide specialized leadership training to officers once they are promoted to higher ranks, with many agencies offering no formalized leadership development at all. This leaves a significant gap in the preparation of officers for the challenges they will face as they ascend through the ranks. Moreover, leadership development programs should focus not only on administrative skills but also on emotional intelli gence (EI), communication, and decision-making under pressure. As leaders, law enforcement professionals must be equipped with the tools to understand their subordinates, make sound decisions in high-stress situations, and navigate the broader political, so cial, and legal landscape that often influences policing practices. BRIDGING THE GAP: WHAT WORKS Several law enforcement agencies have recognized the need for rank-specific leadership development and have implemented training programs designed to address these gaps. These pro grams emphasize the need for law enforcement leaders to pos sess not only technical and tactical proficiency but also the ability to lead with integrity, empathy, and vision. The FBI’s National Academy, for example, offers advanced leadership training designed for police executives, with a curricu lum that includes modules on management, community engage ment, strategic planning, and organizational development. The goal is to equip law enforcement leaders with the skills necessary

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