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The New Jersey Police Chief Magazine | January 2018
After joining the West Point faculty in 2000 , Kolditz began a program of empirical research into what he soon dubbed in extremis leadership . Using a variety of research methods including observation , interviews , and surveys ( this is not a topic that lends itself to controlled experimentation !), Kolditz identified a consistent pattern of traits , skills , and attitudes that characterizes those who are successful in leading others in these dynamic and dangerous settings . Specifically , he found that successful in extremis leaders ( 1 ) possess an inherent motivation for the task , ( 2 ) embrace continuous learning , ( 3 ) share risk with their followers , ( 4 ) adopt a lifestyle in common with their followers , and ( 5 ) are highly competent , and inspire trust and loyalty in others ….
It is worth commenting further on the role of competence in leading in dangerous contexts . Dr . Patrick Sweeney , now the Director of Leadership , Character , and Ethics Initiatives at Wake Forest University , conducted a very insightful field study of leadership in soldiers engaged in actual combat operations . In 2003 , while still in graduate school working on his doctor of philosophy degree in social psychology , Sweeney was personally contacted by David Petraeus ( a major general at that time , and commander of the division ) who asked him to join the U . S . Army V Corps as it prepared to invade Iraq . Seizing the opportunity to both serve his nation in combat and conduct a study of leadership of real soldiers conducting real combat missions , Sweeney quickly devised a series of questionnaires that he administered to soldiers and their leaders .
To a large degree , what Sweeney found is consistent with Kolditz ’ s findings . But his most interesting finding may be that it was competence that was essential to leading others in combat . If a leader was not competent , he was not trusted by his soldiers . Lack of trust is devastating to a combat unit . Without it , both morale and performance degrade .... 7 [ emphasis added ]
The NJSACOP Professional Development portfolio is robust and varied , but has a clear focus on leadership , management , and administration skills , knowledge , and abilities for law enforcement executives . This is in line with the feedback and requests of our membership , as well specifically in line with our organizational Mission . Additionally , this is in line with the preferred areas of study as identified by a nationwide survey conducted by the International Association of Chiefs of Police . 8
Naturally , there are other crucial traits and attributes that contribute to the success ( or lack thereof ) of any leader . But it is clear that professional competence is fundamental to successful leadership , and it is equally clear that continuous professional development is one of the keys to maintaining , if not achieving , a high degree of professional competence . It is the way professionals – in every field – keep their saws sharp .
The NJSACOP Professional Development Portfolio : A Critical Association Function The NJSACOP ’ s professional development portfolio is one of the most robust and well regarded in the nation . This is not only an important and valued service that we provide to our membership , their personnel and agencies , and the policing community at large in our State , but also one of the signatures of our Association . This portfolio of unique and upper-tier professional development courses has raised our profile throughout the national law enforcement community , and even to a certain extent internationally . There are manifold advantages that we have gained from reputation we have earned in this regard . M a n y are intangible , including but not limited to member pride and identification , enhanced influence , and a raised stature for both the membership individually and collectively . These have all contributed greatly to the success of the association in other spheres .
There have also been identifiable tangible benefits , over and above the enhanced skills , professional competencies , and networks of our members and other stakeholders that participate in our courses and programs . The association has attracted new sponsors and partners and exhibitors specifically due to our professional development portfolio , in particular our international courses .
Moreover , many of the courses and programs generate surpluses . Additionally , as a result specifically of the course and relationship that we have developed with police and public safety forces and institutions in the United Kingdom , the association has entered into a Strategic Partnership agreement with Capita , a large and influential vendor headquartered in the UK .
When viewed through the lenses of both the above research and knowledge , as well as the unquestioned popularity of the NJSACOP ’ s portfolio of professional development courses , it is clear that our focus ( of time , energy , and resources ) on providing a multitude of educational programs and courses , aimed at our multiple audiences , and delivered in a wide variety of methodologies , is appropriate for a professional membership association in general , and one specifically comprised of public safety personnel .
Based upon years of feedback ( both formal and informal , including roundtables with members and non-member stakeholders ), we have strategically created learning opportunities that meet the needs of our audiences ( that is law enforcement leaders and their agencies ), while also strengthening the ties our audiences have to our association . For example , we know that networking and informal information exchange is highly valued by those who enroll in our professional development courses ( or assign personnel to these courses ). Accordingly , we build into our course agendas slightly longer breaks and spaces for face-to-face interaction to take place . We also integrate roundtable discussions and group work into most courses ( as
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