b'When attempting to gain compliance from officers, two additional challenges are posed to frontline leaders: the general low visibility of officer assignments and the large number of officers that are working relative to supervisors. Unsurprisingly, it is difficult for senior leaders to acquire consistent and reliable first-hand knowledge of the extent to which officers commit or buy into policies and decisions furnished from the top. Compoundingthedifficultiesnotedabovearethe interpersonal relationships that exist within police organ-izationsbetween officers, their supervisors, and senior leadersrelationshipsoftendefinedbysuspicionand cynicismstemmingfrompastimplementationfailures and the potential for punishment when observed to be in contravention of a policy or law. Fortunately, empirical support shows that frontline leaders (Staff Sergeants and Sergeants) are able to leverage key leadership activities and approaches which have the effect of increasing the commitment and buy-in from officers during unpopular, controversial,andchallengingtimes.Thenextsection Figure 1: Analytical model illustrating the leadership approachessummarizes these leadership activities and approaches.and activities used by staff sergeants and sergeants to achieveEffective Leadership Activities and Approaches for greater commitment and buy-in from officers at the frontline. Frontline Leaders To help inform our understanding of the effective leader-ship activities and approaches used by staff sergeants and sergeants to increase commitment and buy-in at the front-line, it is important to recognize two notions of influence: proximity and authority. By leveraging these two notions, DRAGON SKINfrontline supervisors are able to button their formal rank and their own understanding of the organizations cultural dynamics, and translate new policies and decisions into action, particularly at times of uncertainty or controversy. Empiricalsupportforthefollowingeffectiveleader-100 % Ergonomic shipactivitiesusedbyfrontlinesupervisorstoachieve 4 Ergonomic advantages overcommitmentandbuy-infromofficersincludes:being any other duty belt in the world: present at service calls; auditing reports, recordings, and 1 No rubbing on upper hip bones notes; planning local training sessions led by knowledge 2 No pulling on lower back experts; encouraging, motivating, and supporting officers; 3 No pinching the sciatic nerve rewarding officers for positive work; and disciplining and 4 No squeezing off blood flow to lower legs holding officers accountable when necessary. While some Sold only in sets ie: (INNER ANDof these leadership activities may seem familiar, especially OUTER BELT) for veteran officers, it is the integration of these leadership The most comfortableduty belt in the world activitieswithablendoftwoinfluentialandaccepted leadership approachesauthoritative and supportivethat amasses greater commitment and buy-in from officers. The next section reveals how this works.STRETCH How to Integrate Leadership Activities with Authoritative and Supportive Leadership ApproachesWhen frontline supervisors employ a supportive leadership P ATENfiled forT approach, levels of commitment and buy-in from officers International PATENT toward key objectives trend proportionately to the amount PENDINGMade in Canada of encouragement, motivation, and reward they receive www.hi-tec.qc.ca service@hi-tec.qc.ca from leaders. Staff Sergeants and Sergeants can modify the level of support that they provide to officers based on the 16 H.Q. Summer 2022'