Shawn Collins
Conceptualization of the Conflict
According to Covey (2021), one cannot empower an organization unless its managers are delegated the authority by leaders who are willing to trust their abilities. According to ChangeBoard.com (2016), Steven Covey noted in his book, The Seven Habits of Highly Effective People, Managers and directors need to feel confident about their roles, their ability to inspire their teams to even greater achievements and at the same time continue their own journey of personal growth and development (ChangeBoard.com, 2016, para. 4). Many criminal justice administrators avoid using delegation in favor of a more hands-on approach to leadership. One characterizes this autocratic leadership style by one-way communications in which subordinates receive their orders from above without having the opportunity to express personal opinions. The lack of trust results in employees who feel viewed as uninterested or ineffectual. This belief becomes a self-fulfilling prophecy of sorts, as the subordinates, feeling that they are not appreciated, lose respect and confidence in their leader and start to underperform. Trust is difficult to measure empirically and even more elusive to maintain (InsightLink, n.d.). Leaders must be cognizant of their interactions daily to ensure that their practices do not erode the process. The Behler-Young Company (2021) echoes similar thoughts noting that while trust can be challenging to quantify, it is the currency with which businesses and organizations thrive.
Carlton Universitys Sprott School of Business in 2015 conducted a study on the Ottawa Police Department, revealing an example of just how serious the consequences of these actions can be to the morale of a police agency. Yogaretnam (2016) pointed to several discovered crucial issues, including significant subcultures, poor communications, an extreme lack of trust between the hierarchy, and disengaged leadership. Fifty-seven percent of agency members surveyed responded, noting a lack of credible leadership (Yogaretnam, 2016). The author further noted that sixty-eight percent of respondents stated that they lacked trust in the whole organization. The research suggested implementing several essential steps to overcome the identified conflict, recommending discernible and robust leadership, meaningful communications among all ranks, building trust throughout all hierarchies, and instilling a feeling of value in all employees (Yogaretnam, 2016).
Motsiff (n.d.) stresses that simply ignoring this conflict will not make it go away, and if leaders do not address the underlying issues, the consequences can be catastrophic. The author discusses three common mistakes that lead to disgruntlement among employees, including unlawful behavior, poor communications, and a lack of trust. Motsiff further presents circumstances fueling this progression, including leaders looking out for themselves instead of the employees, playing favorites regarding rewards and consequences, not managing employee performance or deficiencies, and ignoring conflict entirely. The scholar suggests that leaders take the time to self-assess their strengths and weaknesses and be willing to change. Norman et al. (2010) expounded on this issue by examining the positivity and transparency traits exhibited by leaders and measured their impact on employee confidence. The research found a significant correlation between the two traits and the perceived effectiveness of the leaders among their followers (Norman et al., 2010). Stark (2015) developed a list of ten leader traits that exude competence and confidence, including possessing a positive vision, admitting fault, exhibiting a calm demeanor under stress, responding proactively, and willingness to take risks and learn from ones mistakes. Zak (2017) suggests that employee independence breeds innovation and a sense of empowerment and that leaders or organizations who exhibit trust in their subordinates will experience increased performance.
Trautman (2015) emphasizes that a lack of trust has been the root cause of severe internal and external conflicts in the law enforcement profession for decades. Trautman further points out that internal strife can also carry over and contaminate external relations. The author stresses that a proactive response is far more appropriate and beneficial than an alternative. The seven steps suggested will improve trust and enhance organizational transparency, including (a) recognizing distrust and devising a strategy involving transparency, (b) conducting a needs evaluation, (c) turning needs into transparent goals, (d) enduring through opposition, (e) utilizing honesty-lead leadership, (f) guaranteeing future transparent communications, and (g) being distinguished for professionalism.
What is evident is that this type of internal conflict, if untreated and left to fester, can cause extensive damage to the individuals involved and the entire organization. As demonstrated with the Ottawa Police Department case study, mistrust continues to grow to the point that it becomes toxic. This cyclical process of negativity will persist until the issue is corrected or the individual at the center of the problem leaves the organization. Leaders mistrusting their employees causes the employees to lose confidence in the leader. The negative aftermath calls into question the competency of the leader and staff and the agencys professionalism. The hierarchy of an organization, including its leader, bears the responsibility of effecting positive change before the conflict escalates to a magnitude in which it becomes overwhelming. At the same time, Otto (2021) agrees with the difficulty in quantifying trust, and he notes that one can more easily measure employee engagement, which is a derivative of trust. Through engagement data collection, management can obtain a snapshot of any underlying issues facing the organization.
When organization performance and morale suffer, usually the leader and staff absorb much of the blame. Leaders who do not recognize conflicts arising in their organizations may result in their sanction or dismissal. Leaders must be cognizant of the organizations pulse and take active measures to address issues as they arise. Trust must start at the top of an organization and emulate throughout all levels of the agency to encourage a supportive, trusting culture. Trust must encompass many facets, including (a) empowerment, (b) communication, (c) honest, compassionate leadership, (d) knowledge sharing, (e) delegation, (f) transparency, (g) confidence in the workforce, and (h) positive organizational change including managing employees equally (no favoritism) and not ignoring conflict.
References
Behler-Young Company. (2021). The importance of trust in business. https://www.behler-young.com/tech-tips/business-tips/the-importance-of-trust-in-business (Links to an external site.)
ChangeBoard.com. (2016, Aug 10). Empowering managers to confident and effective leadership. https://www.changeboard.com/article-details/14985/empowering-managers-to-confident-and-effective-leadership/ (Links to an external site.)
Covey, S. R. (2021, April 8). The 7 habits of highly effective people. FranklinCovey. https://www.franklincovey.com/the-7-habits/
George, B. (2015, January 22). Trust Magazine: Trust as the essence of leadership. https://www.billgeorge.org/page/trust-magazine-trust-as-the-essence-of-leadership/ (Links to an external site.)
InsightLink. (n.d.). Why trust matters in the workplace. https://www.insightlink.com/why-trust-matters-in-the-workplace.html (Links to an external site.)
Motsiff, D. (n.d.) 3 management mistakes that can fan the flames of workplace discontent. https://www.insperity.com/blog/3-management-mistakes-that-can-fan-the-flames-of-workplace-discontent/ (Links to an external site.)
Norman, S. M., Bruce J. Avolio, B. J., & Luthans, F. (2010). The impact of positivity and transparency on trust in leaders and their perceived effectiveness. http://cbafiles.unl.edu/public/cbainternal/researchlibrary/The%20Impact%20of%20Positivity%20and%20Transparency%20on%20Trust%20in%20Leaders%20and%20Their%20Perceived%20Effectiveness0.pdf (Links to an external site.)
Otto, W. (2021, March 9). What is Organizational Trust (and how to build it)? The Predictive Index. https://www.predictiveindex.com/blog/what-is-organizational-trust-and-how-to-build-it/
Trautman, N. (2015, February 5). 7 keys for police leaders to improve trust with subordinates. Ethics in Law Enforcement. Police 1. https://www.police1.com/leadership/articles/7-keys-for-police-leaders-to-improve-trust-with-subordinates-5VL7e3I41q9yUB17/ (Links to an external site.)
Yogaretnam, S. (2016, November 10). Disconnect between ranks. Lack of trust Within Ottawa police force, study reveals. https://ottawasun.com/2016/11/09/disconnect-between-ranks-lack-of-trust-within-ottawa-police-force-study-reveals
Zak, P. (2017). The neuroscience of trust. Management behaviors that foster employee engagement. Employee retention. Management behaviors that foster employee engagement. Harvard Business Review. https://hbr.org/2017/01/the-neuroscience-of-trust (Links to an external site.)
6:32pmSep 21 at 6:32pm
The inter-group conflict argued is between males and females within law enforcement. Law enforcement is understood to be a male-dominated career, with cultures and subcultures which likely hinder females (Schuck & Rabe- Hemp, 2016). This conflict is likely the precipitating factor for why there are limited numbers of females in law enforcement (Clinkinbeard et al., 2021). The theoretical conceptualization orientation for this conflict is likely gender role differentiation (Raines, 2019).
Raines (2019) defines gender role differentiation theory as the extent to which specific tasks are attributed to males and females as appropriate. Raines (2019) identifies that a common example given is that women are considered more qualified than men to oversee child-rearing. There are two spectrums upon which this theory exists. Raines (2019) states that societies with low gender role differentiation, are more open to either males or females doing any specific task. These cultures are often viewed as wealthy and encourage independent decision-making amongst their people. Societies that are high in gender role differentiation view certain tasks as specific to males or females. These cultures are often ranked lower in regards to socio-economic factors and regularly perpetuate these messages overtly.
In attributing gender role differentiation theory to the conflict between male and female law enforcement bodies, there are examples that support this. Within a 2014 study by Chu and Abdulla (2014), a wealthy society demonstrated more openness towards women in policing. The city of Dubai within the United Arab Emirates (UAE), has been one of the most evolving cities in the world. In Dubai, more than 1,400 women have joined the police force. In surveying a portion of these women, Chu and Abdulla (2014) found that these female officers believed they were equal in effectiveness to male police officers. Consistent with low gender role differentiation, those with higher levels of education were less gender restrictive in their effectiveness rankings.
Conversely, gender biases for traditionally male roles still exist in high socio-economic societies to some extent. Scharrer and Blackburn (2018), surveyed males and females ages 18-25 years old in the United States, regarding traditional gender roles for occupations. It was found that females were gender-neutral regarding policing. However, males continued to endorse traditional masculine gender roles for occupations such as policing. It is further argued by Scharrer and Blackburn (2018) that the media is likely responsible for the male responses. The example provided is that modern sports media suggests that the ideal athlete is aggressive, tough, dominant, and anything but feminine (Sharrer & Blackburn, 2018). As such if television media portrays a police-themed show, depicting officers with strong masculine traits, it is deemed more likely that these characteristics would also be attributed to males in real life. This is likely internalized by the viewer, and translated into real-life perceptions.
Regardless, women are deserving of respect in the law enforcement profession. According to scripture, Ephesians 5:28, So ought men to love their wives as their own bodies. He that loveth his wife loveth himself (King James Bible, 1769/2021). As such, males in law enforcement should treat female colleagues appropriately.
References
Chu, D. C., & Abdulla, M. M. (2014). Self-Efficacy Beliefs and Preferred Gender Role in Policing: An examination of policewomens perceptions in Dubai, the United Arab Emirates. British Journal of Criminology, 54(3), 449-468.
https://doi.org/10.1093/bjc/azu010 (Links to an external site.)
Clinkinbeard, S. S., Solomon, S. J., & Rief, R. M. (2021). Why did you become a police officer? Entry-related motives and concerns of women and men in policing. Criminal Justice and Behavior, 48(6), 715-733.
https://doi.org/10.1177/0093854821993508 (Links to an external site.)
King James Bible. (2021). King James Bible Online. https://www.kingjamesbibleonline.org/ (Original work published 1769).
Raines, S. S. (2019). Conflict Management for Managers (Second edition ed.). Rowman & Littlefield Publishers.
Scharrer, E., & Blackburn, G. (2018). Cultivating conceptions of masculinity: Television and perceptions of masculine gender role norms. Mass Communication & Society, 21(2), 149-177.
https://doi.org/10.1080/15205436.2017.1406118 (Links to an external site.)
Schuck, A. M., & Rabe-Hemp, C. (2016). Citizen complaints and gender diversity in police organisations. Policing & Society, 26(8), 859-874.
https://doi.org/10.1080/10439463.2014.989161
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