Leadership remains as one of the success determining factors when in all organization. Particularly in state owned organizations, poor leadership do not only reduces public confidence but also reduces service delivery. Criminal justice system remains one of the institutions whose success gets influenced by leadership types. The presence of strategic leadership in the justice system enhances service delivery and at the same time reduces chances of justice miscarriage. Policy making and implementation are therefore obliged to work on robust leadership in the criminal justice system to promote efficiency.
Problem Statement
Criticisms continue to be directed towards criminal Justice System continues to in society. The situation is mainly factored by the delay of justice dispensation, miscarriage of justice as well as poor resource management. This situation always raises a question among citizens as to who is responsible and what the leadership does to avoid the same trend. As a result, leadership in criminal justice system needs to develop appropriate and effective ways to help in improving their performance in policies and criminal justice administration.
Criminal Justice and Organizational Culture
The fact that the Criminal justice system is a public institution forces it to come up with ways that can attract trust from the public. Leadership has an obligation to develop a culture that is service-oriented weather in hardships or comfort. All people given the mandate to run the criminal justice system must always aim at meeting the needs of citizens and maintaining the good image of the institution (Jennings, Schreck, Sturtz, & Mahoney, 2008). Attaining this demands effective leadership which can bring on board all stakeholders that make up the system.
Criminal justice administration requires leaders who can positively influence service delivery from inside. Supportive leadership enhances healthy relationships between those in ranks and junior officers. This leadership has the capacity to promote healthy working environment in the criminal justice system. This leadership style improves performance in justice administration as well as job satisfaction among workers in the criminal justice system.
Behavioral Theory and Criminal Justice System Leadership
Behavioral theory plays a critical role in Criminal Justice from the fact that it assists in manipulating stakeholders to efficiently dispense justice. Criminal justice system leadership has the obligation to get molded on transformational theory, transactional theory, and contingency theory (Wright, 1999).In the leadership of criminal justice system, contingency theory demands the unification of leadership style to a situation that is present. As a result, this theory proposes interlinking different leadership styles to implementers and on organizational aims(Mannion, 2009).
On the other hand, transactional theory asserts that there must be a contract form in leadership where two parties get bound by responsibility demands prior getting assigned. Workers in criminal justice system need to be bound by the orders from leadership and carry out responsibilities and reward to come after work accomplishment. In criminal justice system, this leadership style need to apply from the fact that responsibilities involves order taking and requesting private investigators services in some responsibilities(Mannion, 2009).
Criminal Justice Leadership and Planning
Planning remains a critical undertaking in preparing for criminal justice tomorrow. Criminal justice leadership must have the ability to come up with strategic plans to specify activities to get performed different actors , they way to get performed, time limits as well as resources . Criminal justice leaders must have the ability to predict the future to prescribe course of actions to meet the objectives (Wright, 1999). Planning in criminal justice system demands strategic leaders. The process remains integrated with different plans. This involves strategic planning, operational planning and results management.
Criminal justice leadership must have a strategic plan which ensures that the system responds to dynamism in the environment (Cornelius & Dively, 2008). Criminal justice system leaders must be able to describe current status; specify where to go and the way to get there. Effective leadership must remain informed in devising an effective strategic plan that positively influences the future criminal justice system. Strategic planning is important to criminal justice from the fact that it helps the actors to think strategically. It gives a vision and also clarifies the direction for future. Additionally, it helps effectively handle changes in the environment.
Criminal Justice Leadership and Community Relations
Criminal justice leaders must also have the ability to promote public evaluation of criminal justice system. The reason is that many factors have the ability to influence public confidence as well as satisfaction with agencies of criminal justice (Lok & Crawford, 1999). For instance, personal attributes including race, socioeconomic status, age as well as neighborhood factors influences public confidence on police officers. On race and criminal justice, for instance, research revealed that black minorities always provide less favorable police conduct rating when compared to white citizens. The research remains consistent with other research carried out in Australia.
Conclusion
Effective leadership remains an essential aspect to achieve high performance as well as ratings in the criminal justice system. Citizen ratings depend on demographic issues and contact frequency between individuals and the criminal justice system. Hence, procedural justice determined by the type of leadership determines how the police and the entire criminal justice system get rated. Similarly criminal judicial system must always have a type of leadership that impresses cooperation and performance.
References
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Cornelius, L., & Dively, C. (2008): Leading Into Tomorrow: Developing Leaders for The Challenges Ahead. Corrections Today, 70(4), 66-69.
Davis, J., Cronley, C., Maden, E. E., & Kim, Y. K. (2014): Service-learning Use in Criminal Justice Education. Journal of Criminal Justice, 25(2), 157-174. doi:10.180/10511253.2014.882367
Jennings, W. G., Schrick, C. J., Sturtz, M., & Mahoney, M. (2008): Exploring the Scholarly Output of Academic Organization Leaders in Criminology and Criminal Justice: A Research Note on Publication Productivity. Journal of Criminal Justice Education, 19(3), 404-416. Doi: 10.1080/10511250802476228
Jones-Burbridge, J. A. (2012): SERVANT Leadership. Corrections Today, 73(6), 45-47.
Wright, K. N. (1999): Leadership Is the Key to Ethical Practice in Criminal Justice Agencies. Criminal Justice Ethics, 18(2), 2.
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