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Ethical Processes

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Ethical Processes
Critical Issues in the Criminal Justice System with Leadership
Abstract

There are several issues that play a role in the success of a criminal justice organization. The success of the organization is dependent on how leaders address these issues. This paper explores three critical issues that could cause problems in an organization. The paper begins with a general introduction of the three issues. It concludes with strategies to implement improvements within the organization.

Introduction

The criminal justice system is a set of legal and social institutions for enforcing the criminal law in accordance with a defined set of procedural rules and limitations. This system is designed to protect communities and people of the world. Just like any organization, the criminal justice system faces issues that interfere with building relationships among employees. Critical issues hinder an organizations ability to be unified and successful. Three critical issues that hinder criminal justice systems from being successful are barriers of effective communication, leadership development in criminal justice organization, and ethics of justice professionals. Critical issues are primary issues important to determining the survival and success of the organization.
Barriers of Effective Communication

Communicating on the job is not as simple as casual conversation. In the workplace, individuals encounter people from all occupations. Learning how to communicate on the job is important for the employee as well as the employer. Employers must be careful to address each situation in a tactful manner. Although barriers to communication exist, effective communication is vital to the successful operation of a criminal justice organization (Peak, 2010).
Human factors are barriers to communication. Police officers and other criminal justice employees tend to communicate with individuals who share a common interest. Employees shy away from interacting with



References: Armandi, B., Oppedisano, J., & Sherman, H. (2003). Leadership theory and practice: A “case” in point Barbuto, J. E., & Burbach, M. E. (2006, February). The emotional intelligence of transformational leaders: A field study of elected officials Green, R., Macauley, P., (2007). Doctoral students’ engagement with information: An American-Australian perspective Kanungo, R. N. (2001, December). Ethical values of transactional and transformational leaders Kirkbride, P. (2006). Developing transformational leaders: The full range leadership   Roebuck, D. (2006). Improving business communication skills. (4th ed.). Upper Saddle River, NJ: Prentice Hall. Sarros, J. C., & Santora, J. C. (2004). The transformational-transactional leadership model in practice Schwarze, S., & Lape, H. (2001). Thinking Socratically: Critical thinking about everyday issues Yukl, G. (2006). Leadership in organizations (6th ed.). Upper Saddle River.

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