Once at the scene, the FBI did not demand more timely briefing from the U. S. Marshals before proceeding with the operation. The court also heard that the FBI did not have an effective operation plan. The FBI leaders who drafted the operation plan drafted only the shoot on sight rule of engagement and contained no negotiation option. The rules of engaged given to the FBI agents before charging up the mountain were not consistent with the FBI deadly policy. The FBI leadership was to blame for this wrongful information.
The FBI agents on the scene refused to abide by these rules of engagement because they felt that they were inappropriate and not in line with the FBI deadly force policy. With respect to who approved the rules of engagement, it was noted that Potts and Glen did not discuss the precise language that will be employed. There was no effective coordination between the FBI top leaders from the FBI headquarter and the senior FBI agents on the ground. Objective The principal objective of this paper is to explore leadership flaws during the FBI actions at Ruby Ridge and to provide necessary recommendations for future FBI projects.
Method This study used case study method in exploring the leadership flaws during the FBI actions at Ruby Ridge. The case study was deemed appropriate for this study because it effectively addressed the key issues of the case. As pointed out by Kothari (2008), case study defines three main points namely (1) the problem, (2) data analysis, and (4) the probable solution. This paper employed secondary data collection method. Secondary data was obtained from journals, books, magazines and internet postings.
Case Analysis Strategic team through the strategic leadership profile Analyzing the strategic competencies of the FBI leaders following the Ruby Ridge incident requires the full understanding of the core competencies of all strategic leaders. BC Public Service Agency (n. d) defines the term competence as to the meeting of skill, knowledge, and the ultimate application of this knowledge to demonstrate these skills, behaviors and attitudes in the workplace. The team leadership at the FBI can be analyzed upon six core competencies. Strategic leaders are required to build strategic alliances. BC Public Service Agency (n. d) argues out that building strategic alliance entails skills and knowledge to engage in external and internal stakeholder analysis as well as to negotiate agreements and alliances based on a proper understanding of power and politics.
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