Criminal Justice Executives

Criminal justice executives are not only leaders to get their officers to work to a common goal, they are also managers and the one the community and city leaders look up to when problems arise (Cronkhite, 2013). Like their officers, executives must “do the right thing, do their best each day, and treat others the way they want to be treated” just as the Knoxville Police Department’s Operational Philosophy (2015) says. The hard part is ethically keeping his communities, officers, and political leaders happy at the same time. If this balance is upset, then trouble can arise. I picked three different police executives and analyzed how they were able to keep a healthy balance between the different groups. The first executive I looked at was Garry McCarthy, who was recently asked to resign from his post as the Police Superintendent of the Chicago Police Department. McCarthy was a strong charismatic leader who had worked his way up through the
He received praise from residents, business owners, and city leaders as he was responsible for leading the department through the accreditation process, developing the civilian Volunteers in Policing program, re-introducing police horseback and canine patrols, and developing a comprehensive system to deal with violations of city and state licenses by downtown nightspots” (Fulcher, 2012, par. 8). I could not find one negative thing about Savelli. He seemed to possess all of the traits Cronkhite (2013) associate with good leadership: “communication skills, decisiveness, emotional control, flexibility, industriousness, integrity, intelligence, interpersonal skills, intuition, motivation, persistence, responsibility, self-confidence, sincerity, supportiveness, and vision” (Cronkhite, 2013, p. 331). I could only hope to be as strong of a leader as