1.

read that Claire Owen, the founder of Vision Values of the SG Group in London, said the values of caring for client and staff are by no means permission to coddle people and allow them to do what they want. Striking a balance can be a challenge, in terms of approach. Individuals are different, and respond differently.

• Explain how leaders balance the changing work environment with maintaining operational values specific to criminal justice.
• Explore possible challenges associated with this balance from a leadership perspective specific to criminal justice.
• Determine how challenges can be overcome from a leadership perspective specific to criminal justice.

2.

Communication is a key point of focus in this regard. Decisions pertaining to communication, on many levels, can have significant implications. That pertains, in part, to the manner in which the communication takes place, those receiving the communication, the nature and extent of the communication and the potential impact of the communication.

• Interpret what Kouzes and Posner were referring to regarding leadership visions for organizations being inadequate if not shared with constituents.
• Analyze the implications associated with sharing, or not sharing, a vision with constituents in a criminal justice organization context.
• Explain how communication skills impact communication of a vision in a criminal justice application based context

3.

Becoming a credible leader requires that you find your voice. That voice will not always be the same. Adjustments are often needed and can be impacted by many factors, including but not limited to the nature of the communication, the audience, the timing, and the topic. Awareness is a key starting point and pertains, in part, to self-reflection. The potential implications, including to various stakeholders in different capacities, should be anticipated to the extent possible. In criminal justice, it is imperative to build trust with those whom you serve. The commitment to developing sound strategic plans, as well as policies and procedures, will be judged by your stakeholders’ belief in your ability to carry them out.

In your main post, address the following:

• Explain how a leader finds his or her voice, placing yourself in the position of a leader in a criminal justice capacity.
• Explore the potential consequences associated with a lack of leadership authenticity in a criminal justice context.
• Illustrate how a criminal justice leader can build confidence with stakeholders regarding the department’s commitments to mission and values.

3.

Leaders breathe life into visions. The ways in which leaders model expectations, communicate visions, and engage in actions that align with those expectations will have a significant impact on how others buy in. Leaders must animate visions, so that others can experience what it would be like to live and work in that ideal and unique future. It is also essential for leaders to look ahead to the future. Looking ahead is integral to leadership success. Kouzes and Posner wrote that being forward-looking is not the same as meeting deadlines; leaders have to prospect the future.

In your main post:

• Elaborate on how leaders breathe life into visions.
• Describe three ways a leader can accomplish animation of visions specific to criminal justice.
• Explain the difference between a leader being forward-looking and meeting deadlines.
• Propose three ways a leader can prospect the future specific to criminal justice.