b'complexity of the need, task, environ- Leadership at the Frontline ment, and any anticipated obstacles.Its an InvestmentIn the absence of direct supervision, thesupportiveapproachisfavouredItisimportantforalllevelsof since the decisions of officers continueleadershipinpoliceorganizationsto tobeinfluencedwithoutexplicitacknowledge the conflux of environ-direction.WhenStaffSergeantsmentalandculturalfactorswhich andSergeantsadoptasupportiveoften function to curtail or sabotage leadership approach, they model thetheimplementationofkeypolicy leadership activities of encouraging,decisions,theachievementof rewarding,andtraining(seecorporategoals,ortheprospectof Figure1).Inaddition,supportivemeaningful change. In the same vein, leadershipapproacheshavebeenthis article serves to remind policing foundtoadvancecommunityrela- leadership that an officers experience tions outside, and innovation inside of the workplace. and choice to commit and buy-in to leadershipdecisionsareshapedby It should be recognized, however,thedistinctiveinfluencesthatoper-that a supportive leadership approach maybeunsuitedtoachievingcom- ate from within and outside of theirTHE FIRST EYEImitment and buy-in from officers inoccupational environment.SAFE IR LASER all policing situations, especially thoseTocontrolfortheseinfluences, that are perceived to be contentious.senior police leaders should aim their, IRPOINTER Inthesesituations,anauthoritativeattentiontothefrontlineoftheir leadershipapproachmaybemoreorganizations, continuing to recognizeILLUMINATOR successful, i.e., adopting a rank-basedandleveragethecriticalleadership modelofsupervisoryinfluencethatcontributions of frontline supervisors,&AND &GREEN emphasizesgovernanceandregu-lationoverdiscretionandindividualnamely staff sergeants and sergeants.LASER POINTER judgment. The authoritative leadershipThese frontline leaders are the com-approach prioritizes accountability formunicatorsandthetranslators,andIN A SINGLE onesactions.Noticeably,however,theydominatethechangeequation this leadership approach can run theat challenging times when achievingCOMPACT UNITriskofreducingthecommunitysthe appropriate level of commitment approval of policing activities if aggres- and buy-in from officers is paramountFEATURES:sive tactics are promoted or misused.andthekeytooperationalsuccess.ADJUSTABLE IR ILLUMINATORStaffSergeantsandSergeantswhoAllinall,whenyouinvestinyourDUAL ACTIVATION SWITCHES adoptanauthoritativeleadershipfrontline leaders, you are investing inHIGH/LOW POWER MODESapproach model the leadership activ-ities of being present, disciplining,leadership where it counts! SUBMERSIBLE TO 10 M FOR 2 HRSand auditing (see Figure 1).LOW-PROFILE WINDAGE & ELEVATION ADJUSTERSSupportiveandauthoritativePaul Rinkoff is an Inspector with the leadership approaches are not duel- Toronto Police Service. He holds aingormutuallyexclusiveandcanPhD in Policy Studies and lecturesbecombinedineffectivewaysby frontline leaders to increase levels ofin the Department of Politicscommitment and buy-in from officersand Public Administration atin an occupational environment thatMetropolitan Toronto University.iscomplex,contextual,andchallen- Inspector Rinkoff can be contacted atging to lead. Figure 1 illustrates thepaul.rinkoff@torontopolice.on.ca.integrationofthesetwoleadershipEXCLUSIVELY AVAILABLE approacheswiththesixleadershipFROM STOEGER CANADAactivitiessummarizedaboveand howtheseleadershipapproaches1Rinkoff, Paul. (2021) Leadership ApproachesDMACDONALD@STOEGERCANADA.CA and activities can be used to achievein Law Enforcement: A Sergeants MethodsWWW.STOEGERCANADA.CA/DEFENCEgreater commitment and buy-in fromof Achieving Compliance from the Frontline@BDTCANADAto Racial Profiling Policy. Journal of officers at the frontline. Community Safety and Well-Being: 6(1). The Official Publication of the Ontario Association of Chiefs of Police17'