1. Criminal Justice 2011 Class Name, Maria (Maki) Haberfeld Date, Semester Chapter #: Integrity Management

2. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved 2 "Given the nature of police work, it is no shame to find corruption within the service: the shame is not doing anything about it" Anti-Corruption Task Force, 1999 Association of Chief Police Officers, U.K.

3. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved 3 Ambiguity of the Law Some officers may come to believe that masterful police work often involves manipulation and situational application of the law to achieve enforcement objectives. Due to the ambiguity of the law and the police’s situational interpretation of these legal mandates, the law itself contributes to unethical conduct.

4. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved 4 FRAMING THE PROBLEM (1) NOBLE CAUSE CORRUPTION Noble cause Victim Tower ADAPTATION The Asshole Cynicism Means-ends conflict

5. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved 5 FRAMING THE PROBLEM (2) ECONOMIC CORRUPTION Stages – The Slippery Slope Typology (Kleinig, 1999) -Corruption of authority -Kickbacks -Opportunistic theft -Shakedowns -Protection of illegal activities -The traffic fix -The misdemeanor fix -The felony fix -Direct criminal activities -Internal payoffs.

6. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved 6 THE PATH-GOAL THEORY OF LEADERSHIP- Subordinates will be motivated if: they are capable of performing their work their efforts will result in a certain outcome the payoffs for doing their work are worthwhile Leaders help subordinates define their goals and clarify their work Leaders remove obstacles and provide support Leaders select a style of leadership that is best suited to their subordinates: directive leadership supportive leadership participative leadership achievement-oriented leadership

7. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved 7 Leader Styles Directive leadership gives subordinates instruction about the task (complex). Supportive leadership attends to the well-being and the human needs of the subordinate (repetitive). Participative leadership consults with the subordinate and integrates his/her suggestions (control). Achievement-oriented leadership establishes a high standard of excellence (excel).

8. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved 8 Question 1: Do officers in this agency know the rules? Action Response: If they do, fine. Where they don’t, teach them.

9. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved 9 Question 2: How strongly do they support those rules? Action Response: If they support them, fine. Where they don’t, teach them why they should.

10. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved 10 Question 3: Do they know what disciplinary threat this agency makes for violation of those rules? Action Response: If they do, fine. Where they don’t, teach them

11. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved 11 Question 4: Do they think the discipline is fair? Action Response: If they do, fine. Where they don’t, adjust discipline or correct their perceptions.

12. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved 12 Question 5: How willing are they to report misconduct? Action Response: If they are willing, fine. Where they are not, find ways of getting them to do so.

13. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved 1.1 1.2 1.3 1.4 1.5 Review Section objectives here CHAPTER SUMMARY

14. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved 14 INTEGRITY Recruitment Training Selection

15. 15 © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved 15 INTEGRITY Recruitment Training Selection PAST WORK EXPERIENCE RACE / ETHNICITY GENDER AGE EDUCATION

16. 16 © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved 16 INTEGRITY Recruitment Training Selection AVAILABLE PROFESSIONAL POLITICAL

17. 17 © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved 17 Recruitment Training INTEGRITY Selection IN-HOUSE REGIONAL STATE

18. 18 © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved 18 THE PENTAGON OF POLICE LEADERSHIP: A Regular Pentagon Recruitment Discipline Supervision Selection Training

19. 19 © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved 19 An irregular pentagon Recruitment Selection Discipline Supervision Training

20. 20 © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved 20 Enhancing Police Integrity by C.Klockars, S. Kutnjak Ivkovich and M.R. Haberfeld Contours of Police Integrity by C. Klockars, S. Kutnjak Ivkovich and M.R. Haberfeld Police Leadership by M.R. Haberfeld Publications