The NJ Police Chief Magazine Volume 25, Number 1 | Page 12

The New Jersey Police Chief Magazine | January 2019
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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 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 network-
ing 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 appropriate).
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