NCJ Number
203957
Journal
Sheriff Volume: 56 Issue: 1 Dated: January-February 2004 Pages: 18-21,42,44
Date Published
January 2004
Length
7 pages
Annotation
This article reports on the results of a survey conducted to assess the leadership-development needs of newly elected sheriffs.
Abstract
Sheriffs across the country are expected to fulfill a myriad of different roles, generally while working within constricted budgets. Among the many roles fulfilled by a typical sheriff are such public safety functions as road patrol, criminal investigations, court security, civil law, and detention; not to mention the political functions involved with holding an elected office. As a result of the complexity involved with the office of sheriff, the National Sheriffs’ Institute (NSI) was formed to provide training to new sheriffs from around the country. In order to assess the training needs of new sheriffs, 420 surveys were mailed during the summer of 2003, to sheriffs who had completed the NSI training since 1996. The 48 percent response rate resulted in an analysis of 199 surveys. The survey asked respondents to rate on a Likert-type scale, how well they thought they had performed during their first year as Sheriff. Specific questions focused on their mission and vision, ethical standards, strategic thinking, team building, human resources, external environment, and self-awareness. Results of statistical analysis reveal that most sheriffs rated their first year performance as “average.” The size of the jurisdiction affected responses, with sheriffs in larger jurisdictions rating their performance higher than sheriffs in smaller areas. Although the impact of the respondent’s level of education were generally mixed, self-awareness and ethical standards rated higher among sheriffs with some level of higher education. Managing the external environment and human resources rated low across all jurisdictions and other variables. Results of the open-ended survey questions are also discussed. Sheriffs commented on many of the challenges they faced during their first year as sheriff, such as challenges involved with adapting to office and accommodating changes in personal and professional roles. Other sheriffs discussed the difficulties involved with initiating and managing organizational change and with establishing trust with staff and the public. Other challenges involved fiscal constraints and political issues. Leadership development implications of the survey results indicate that one model of sheriff training will not provide sufficient training for such a diverse population. As such, sheriff leadership-development training must be a joint effort of the NSI and local jurisdictions. References