The field supervisor, also identified as the patrol sergeant, directly oversees officers’ conduct, performance, appearance, and tactical operations assigned under their command. The management style of police officers’ field supervisors determines, to some extent, their performance when handling an ongoing issue or community problem. In his report, Robin Engel investigates how police administrative approaches affect the behavior of patrol officers within society.
Specifically, the report highlights the prominent supervisory models in the field, their impact on patrol officers’ deportment, and the subsequent implications for departmental practice and policy (Engel, 2003). This essay provides an analysis of Robin Shepard Engel’s DOJ report; it presents an overview of the adopted methodology and limitations, target audience, policing styles, and the most effective supervisory type.
Methodology and Limitations
The study data was retrieved from a 2-year research task titled “The Project on Policing Neighborhoods (POPN),” which investigated an array of policing issues within the community. The research’s primary methodology involved interviews and the systemic social observations of lieutenants and sergeants who directly controlled patrol officers in the St. Petersburg, Florida, and Indianapolis, Indiana Police Departments (Engel, 2003).
One limitation of the research is that it did not point out how supervisors pass on their priorities or estimate the long-term supervision patterns in police units. Moreover, the study did not stipulate mixed supervisory styles or determine if sergeants adjusted their managerial techniques depending on the officers they supervise. Another disadvantage of the investigation is that the data was obtained from urban police departments that implemented community policing or problem-solving strategies. Therefore, the analyzed information’s findings may not be relevant to small, rural departments or those still utilizing long-standing approaches.
Target Audience
The target audience for this particular article, as outlined by Engel (2003) are:
- Police administrators;
- Patrol sergeants;
- Researchers, especially those who focus on police management and organizations;
- Midlevel managers.
How Police Supervisory Styles Influence Patrol Officers’ Behavior
The most significant finding from the research is that the patrol officers’ quality or style of leadership greatly affected behaviors, such as issuing citations, using force, participating in community policing, and making arrests. However, this impact varied depending on the adopted supervision style. According to Engel (2003), these officers’ managerial models did not affect the probability of an officer issuing citations or making arrests. Nevertheless, the presence of a sergeant in non-traffic situations impacted officer behavior. Active supervisors influenced officers to use more force against suspects than other administrators.
Moreover, according to the report, active sergeants employed the use of force when handling defendants. With regard to undertaking self-initiated activities, proactive supervisors prompted officers to spend more time in a shift performing important events. Those managed by active supervisors spent more time participating in community policing and problem-solving activities than other officers. The finding proposes that having an innovative supervisor does not translate to undertaking more creative tasks for subordinates. Contrarily, these officers spent less time executing administrative duties; the report established that leadership style had a minimal effect on how associates attend to personal business.
The findings further indicated that leadership affected behaviors, including proactivity, use of force, and problem-solving, which are difficult to quantify and monitor. Conversely, supervisory model did not influence relatively easy-to-observe actions, such as issuing citations and making arrests (Engel, 2003).
This outcome could be attributed to the notion that supervisors influence occurrences whereby officers have most discretion or easy-to-measure subordinate behaviors are most impacted by policy dispositions from higher-ranking executives. Collectively, the sergeant’s supervisory mode affected the deportment of some officers. Therefore, administrators are advised to consider their management model when establishing departmental training approaches and goals. The results also suggest that aligning supervisory practice with leaders’ administrative styles and encouraging them to “get in the game” is more likely to improve the achievement of departmental objectives.
Styles of Policing
The author identified four styles of police administration: traditional, supportive, innovative, and active supervisors. Conventional administrators expect subordinates to employ aggressive enforcement when dealing with the community or minor disorders. They are highly task-oriented and anticipate measurable outcomes from officers, including citations and arrests accompanied with relevant documentation and paperwork.
Secondly, supportive leaders protect their juniors from “unfair” punishment by giving them inspirational motivation. They often act as a buffer between the management and police officers, shielding them against criticism and discipline, which offers subordinates space to work without worrying about being disciplined for honest mistakes (Telep & Somers, 2019). On the other hand, innovative leaders tend to form friendly relationships with officers, are less task-oriented, and possess positive views concerning subordinates. They encourage officers to embrace new policing methods and philosophies. Lastly, active supervisors lead by example; they are heavily involved in the field while executing their supervisory duties.
Conclusion
According to the article, all four supervisory styles have drawbacks; therefore, none is ideal. However, to influence officers’ behavior in the best manner, police supervisors must lead by example; this is a trademark of the active leadership method. Active supervision has the most influence over officers’ actions, including engagement in self-initiated activities, the use of force, and community policing. The technique fosters the attainment of the established organizational goals. However, administrators should be careful when leading by example and exhibit positive acts.
References
Engel, R. (2003). How police supervisory styles influence patrol officer behavior. U.S Department of Justice.
Telep, W., & Somers, L. (2019). Examining police officer definitions of evidence-based policing: Are we speaking the same language? Policing and Society, 29(2), 171–187.