Sensory Intelligence in the Performance of Police Commanders
Senior police commanders have often been engaged in the task of holding their colleagues accountable. In recent years, largely due to the prominence of the CompStat system developed within the police department, accountability for directives has received increased attention.
Dr. Gholamhossein Biabani; Secretary of the Iranian Association for the Development of Detective Science and Innovation Studies
The CompStat process is based on four principles:
(1) timely and accurate information;
(2) effective tactics;
(3) rapid deployment of personnel and resources;
(4) relentless follow-up and assessment.
In the CompStat process, commanders of each unit regularly appear before their peers, and they are expected to be familiar with existing problems as well as the solutions currently being employed to address those problems. A commander who lacks sufficient awareness or preparedness, if this is repeated, must seek another assignment.
Although the CompStat system may appear rigid, and although in some cases it may focus more on “numbers” than on the real conditions of the community, this system addresses a genuine problem in police management. Perhaps the greatest potential of this system lies in shifting the focus of accountability from merely managing internal matters (budget, personnel, and so forth) toward issues that truly matter—namely, the fundamental problems of the community. Any process that can successfully redirect the attention and accountability of police management from internal considerations toward community problems is likely to be beneficial.
Accordingly, Daniel Goleman states that while the technical skills a police unit manager must possess in order to be successful are important, alongside them, possessing a high level of emotional intelligence is among the key characteristics of leadership. Emotional intelligence (EQ) is an essential attribute for high-quality leadership.
He believes that the most effective leaders possess high levels of emotional intelligence. In a related study, David McClelland found that there is a correlation between EQ and high performance. In other words, leaders who demonstrated high levels of emotional intelligence performed better than other leaders in similar positions. Emotional intelligence consists of five elements, which culminate in the concept of “self-awareness.”
These elements that constitute EQ include self-awareness, self-regulation, motivation, empathy, and social skill. Self-awareness is a deep understanding of one’s emotions, strengths, weaknesses, needs, and drives, along with an understanding of how these factors affect one’s own perceptions, the perceptions of others, and job performance. Self-regulation involves controlling one’s emotions and impulses. Motivation refers to the desire to achieve satisfaction through accomplishment and is associated with certain intrinsic rewards. Empathy, which is often easily recognized, involves considering the emotions of others in the decision-making process. Finally, social skill can be described as “friendliness with a purpose,” enabling leaders to guide people in ways that are desirable to them.
Can emotional intelligence be taught? Goleman shows that while a genetic component influences EQ, its development also plays a fundamental role. He further states that EQ increases with age and maturity. He explains that traditional methods of developing traits such as emotional intelligence alone are not sufficient; rather, genuine personal commitment and collective efforts are more important. Although to date EQ has not been widely recognized as a fundamental element of police leadership, examining this concept is valuable for managers. This is important not only for personal improvement but also for strengthening leadership skills among personnel.
In his subsequent research, Primal Leadership, Goleman describes what he calls a “resonant leader.” A resonant leader is someone who not only possesses self-awareness and social awareness but is also able to use these qualities effectively in interactions with other employees. Empathy, which emerges from self-awareness and social awareness, is of great importance for leaders in their interactions with staff.
By possessing empathy, leaders can motivate individuals and generate enthusiasm for organizational work. According to research by Goleman and his colleagues, leaders who demonstrate empathy can be highly effective in service-oriented occupations or jobs that require frequent interaction with people, such as policing.
