Expert Answer:Active Learning Discussion


Solved by verified expert:Respond to the stated question, including any relevance to and implications on the field of criminal justice. Be sure to discuss the issue(s) to which the question pertains. Remarks can include your opinion(s), but must be based on experience, research, and/or prior learning. Use this exercise to foster a rich dialogue with your colleagues about issues that are important to the field of criminal justice. During the span of the discussion, you must post to this board on four unique days. Your initial posting must be no less than 300 words.Post responses to at least three of your colleagues’ initial postings. Responses must be no less than 100 words.

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Gladwin and McConnell (2014) note, “Many people are called on to become supervisors
because they have exhibited talent for certain kinds of work-usually the same kinds of
work they are asked to supervise. However, talent for doing manual, technical, or
professional work is no guarantee of the presence of talent for supervision” (24).

What do the authors mean by this statement?
Include a real world example of this that you are familiar with.
Abodunrin Oduyemi posted Mar 5, 2019 8:11 PM
In today’s world, a supervisor must know how to make decisions and make
people believe in his decision-making skills. People do not automatically have respect for
their supervisors, even if they are new employees. Before they can start having respect
for their supervisor they must have watched the supervisor make decisions and pass
along instructions relating to those decisions it gives the new employee an idea of how
purposeful and energetic the supervisor leadership can be.
If all a supervisor does is sit in his or her office, point out orders, answering
emails and shuffling through paperwork the whole day, does not show concern or care
about his employees, he or she could lose the respect of subordinates. But if the
supervisor is on the floor saying hello, taking questions and answering them, making
small talk and moving with a purpose and shows that he genuinely care about his
subordinates every step of the way, that is the person who usually gets the drive and
respect of his subordinates. That is the person who makes an employee feel like this is a
company that is going someplace and is moving in the right direction in that effort. To be
in a position of authority necessitates teamwork, excellent communication skills, and
emotional intelligence all of which are also qualities that are required by a person in a
supervisory position. Top supervisors work to create a culture of accountability at all
levels. They steer away from chaos and confusion and work against systems where
employees’ performance goals and standards have not been clearly defined (Allen,
Peter Drucker stated that “management is doing things right, but leadership, he
added, is doing the right things.”. The right thing for a supervisor to do is to lead
employees. The more self-confidence that a leader shows through the completion of
daily tasks the more confident the average employee can be of the direction of the
company which breeds confidence.
Personal Experience
In the military one of the ways we advance is by taking an exam, the exam does
not measure the talent for doing manual, technical, or professional work but solely on
the individual ability to retain knowledge, because of this, many sailors who have
advanced to the level of supervisor are not equipped with the skills needed to lead. They
do not know how to relate or motivate junior sailors. Motivating and encouraging
productivity require a good sense of how to relate to the junior sailors, while at the same
time focusing on the core goals of the Military. When there is great leadership, we
flourish because as social animals, we need leaders that make us feel that we are moving
forward, that our efforts have value to a greater cause, and that someone is watching out
for us (Clark, 2014)
Allen, T. (2018). Four Things Top Supervisors Do To Improve The Performance
Process. Retrieved from.
Clark, D. (2014). What Great Leadership Looks Like. Retrieved from.
Alexander Hauryluck posted Mar 6, 2019 10:06 AM
When an individual is called upon to be a leader, he or she usually exemplify
exceptional skill in his or her category of work and is entrusted with the ability to teach
others those skills. However, according to Gladwin and McConnell (2014), “talent for
doing manual, technical, or professional work is no guarantee of the presence of talent
for supervision” (24). This statement identifies a clear misconception regarding the
belief that an individual who is good at his or her work will be good at directing others
to do the same job. According to the authors, this scenario relates to the Peter Principle.
The Peter Principle is essentially a mechanism of promotions where individuals are
promoted until he or she is one step above his or her proven competence level (Gladwin
& McConnell, 2014). This principle relates to a supervisors leadership ability because it
suggests an individual will only be given responsibility which the individual is capable of
controlling. If a supervisor is unable to excel in his or her current supervisory position,
that individual will be taught how to lead to the best of his or her ability, and maintain
that level of leadership. But, even if that individual exemplified superior skill as a
worker, the individual may not be able to lead and teach others adequately. As a result,
the authors also state that good workers will not always make good leaders, and the
problem lies within the individual him or herself relating to his or her leadership ability
(Gladwin & McConnell, 2014).
In the authors, personal experience, an individual with more experience working
in her job was tasked as being a supervisor for other new employees. The supervisor
was very good at her job and was recognized for her performance on multiple occasions.
However, she was not terrific at teaching others in the stressful environment which the
author and others worked in. She lacked empathy, charisma, cooperation, and was very
aggressive and assertive. Although the author and the other individuals working with
him were able to get the job done and did it well, her skills as a leader and a supervisor
severely lacked about her talent as an employee. This situation was brought to the
attention of several superiors, and the supervisor was spoken to regarding her
supervision skills and was taught more effective training and leadership tactics that
immediately shifted the opinions of her subordinates. Although she was a fantastic
worker and employee, her ability to train others in a stressful environment was lacking
without proper leadership training.
Gladwin, B. P., & McConnell, C. R. (2014). The effective corrections manager. Burlington,
Jones & Bartlett Learning.
Reginald McKelvin posted Mar 6, 2019 10:59 AM
According to the text and Gladwin and McConnell (2014), while supervisory and
non – supervisory work can be closely linked to the same human activity, doing one well
does not ensure that the other is done equally well. For example, if you consider the cook
and kitchen supervisor’s occupations, you will find that the two positions are closely
related. But that the talented cook won’t necessarily be a talented kitchen supervisor.
Furthermore, according to Gladwin and McConnell (2014) “a person is offered a
supervisor position because of past performance in some specialty…ordinarily it is the
better workers who are asked to become supervisors.” For better or worse, most
employers use prior performance as a guide and assume that the person will do well on
the new job (based on exceptional previous performance). This is the most
straightforward procedure. Many others use tests or evaluation centers to evaluate
promoting staff and identify those with executive potential.
Personal Experience
In my many supervisor capacities, I was required to take some form of leadership
exam. The exam could be passed by any individual with common sense, and usually
revolved around traits or characteristics of an employee who would be knowledgeable
about general aspects of the job. The only additional requirement they could attach to
the leadership exam, would be a required number of years before you could pursue a
leadership or supervisor position. Nonetheless, it is not uncommon for individuals to
attain a position because a supervisor observed them completing a task that others may
have struggled on, and thus began their ascension to supervisory status. There is no
guarantee that the individuals is nearly able to be a supervisor over other employees or
even over a large number of inmates. But he has proven that he is capable of doing the
job at an adequate level which may not be the most common trait amongst officers.
Gladwin, B. P., & McConnell, C. R. (2014). The effective corrections manager. Burlington,
Jones & Bartlett Learning.

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