Generational Differences in Law Enforcement
Abstract
This research paper describes the different generations
working in criminal justice organizations today and focuses on the approaches
for managing and leading the workforce by defining management, leadership, and
organization and their roles within criminal justice organizations. Addressing
the leadership and management techniques that would be most successful with the
different generations of criminal justice professionals is discussed. The
author will leave the reader with some thought provoking questions as to how
best to deal with the complexities of working with varying generational
differences in an organization.
Keywords: Millennial, Baby Boomer, Veteran, Generation
Y, Generation X
New generations bring
new viewpoints, mindsets, concentrations, and trials. Criminal justice
organizations face a changing workforce. Currently, there are four generations
making up the workforce of criminal justice organizations in today’s world;
Veteran officers or Traditionalists (1900-1945), Baby Boomers (1946-1964),
Generation X (1965-1980), and Generation Y or Millennials (1981-2000). What
does this mean for today’s criminal justice organizations?
Many criminal justice organizations rely on a varied
generational divergence. This means that the values and norms of one generation
might be totally different than another. These differences may clash with
traditional procedures and policies. Traditionally, criminal justice
organizations have a culture wherein a top-down chain of command is present.
What happens when a Millennial’s values and norms disrupt the normalcy of the
organization? Understanding generation differences in order to implement
strategies that work for leaders and managers in order to quell conflict is
necessary.
Traditionalists or Veterans
Traditionalists, or veteran workforce
personnel generally remain with the same organization, gain respect, and are
promoted based on tenure. Traditionalists communicate powerful personal desires
to structure and control and signify non-receptiveness to viewpoints from outside
sources or underlings in decision-making. Views or opposition to change are instilled
in them and typically making statements such as “because that’s the way things
have always been done” (Lingameni, 1979, p3). The traditionalist never doubted
his or her employer; therefore, the anticipation is that determinations made
will be respected without question. Veteran employees have difficulty
cultivating high performance from younger coworkers such as Generation X or
Millennials who do not relate to fundamentally stricter values.
Baby Boomers
Baby
Boomers are considered the pillar and the workhorse personnel of the criminal
justice system. Job cuts and significant rivalry have forced them to develop a
competitive approach and battle for promotions. Baby Boomers enjoy the
leadership from chain of command and are secure with a strong managerial
hierarchy. This workforce enjoys a certain set plan without drastic changes.
Generation X
Generation
X personnel became autonomous due to the absence of parental involvement and
became known universally as “latchkey” kids. This group anticipates managers informing
them of responsibilities and then leaving them to do their work independently
with minimal or no supervision. A recent study on leadership conducted by
Kathryn Holden and Deana Raffo of Middle Tennessee State University shows that
Generation Xs have become more noticeable to managers due to recent retirement
of baby boomers (Tishma, 2018).
Generation Y or Millennials
Millennials
often prefer technology and social media, short job tenures as more
opportunities are available, and an expectation of joint loyalty with upper
management. Millennials expect to serve in leadership roles sooner than their
older colleagues (Hilal, et.al., 2017). Millennials grew up in an era where
technology moved fast and everyone on the team received a reward for simply
participating. This workforce prefers a lenient leadership more than a
hierarchal structure due to their infinite access to knowledge causing them to
be more insistent with powerful viewpoints (Tishma, 2018).
Organization, Management, Leadership
An organization is defined by four categories; 1) managers
of the organization, 2) rank, 3) clients, and 4) public or members of society.
Members of the organization share common ideas, goals, beliefs, and strategic
objectives which benefit someone- corporation, colleagues, clients, or the
commonwealth (Allen & Sawhney, 2018).
Management comprises of persons in an organization at differing
levels and positions whose responsibility it is to advance the organization’s
mission by crafting determinations and establishing objectives for those not defined
as management. Each generational group previously mentioned holds a single set
of attributes and preferences that differentiate their personal and
professional priorities (Hilal, et.al., 2017).
Leadership is a talent that can be utilized through training
and is pivotal to the process of organizational change. Leadership involves shaping
others of the group and manages the group’s endeavor toward attaining its
goals. Leadership styles are influenced by the viewpoint of the leaders stemming
from a dictatorial or participatory style. Consequently, the right leader
depends on a combination of the situation, followers, and leadership strength
(Dietrich, 2018).
In criminal justice organizations, leadership is no longer
limited to top officials but can be exercised by individuals across entire
departments. Leadership skills are utilized in the community and with public
administrators. Middle managers plan and strategize, mentor and coach, build
teams, empower and reward subordinates (Vito, et.al., 2011).
Conclusion
Criminal
justice organizations are faced with varying generation challenges in today’s
world. Traditionalist, baby boomers, generation x and generation y all bring
diversity to the playing table, it is crucial for managers and leaders to adapt
and overcome conflicts that arise from differing attitudes, viewpoints, and
work ethics. The author recommends that leaders and managers develop a
transformational leadership style to foster positive changes in agencies and
communities as well as excite and inspire each generation present in criminal
justice organizations.
References
Allen, J. M., & Sawhney, R. (2018). Administration
and management in criminal justice: A service quality approach (3rd
ed.). Los Angeles, CA: Sage.
Dietrich, K.
(2018). Managing a changing workforce. Retrieved from https://leb.fbi.gov/articles/featured-articles/managing-a-changing-workforce
Hilal, S., Densley, J.A., &
Jones, D.S. (2017). A
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Lingameni, J. R.
(1979). Resistance to change in police organizations: The diffusion paradigm. Criminal
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Tishma, M.
(2018). Leading across generations. Chief Learning Officer. Retrieved from https://www.chieflearningofficer.com/2018/05/17/leading-across-generations/
Vito, G.,
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Retrieved from https://www.emerald.com/insight/content/doi/10.1108/13639511111180270/full/html
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