Leadership is of central importance to the operation of effective, efficient, and equitable police organizations, yet it remains an elusive concept. It is clear that good leadership is vital to ensure that an agency operates in a manner that preserves public legitimacy and trust. Among the compelling evidence in support of this assertion is the fact that a crisis of leadership is often associated with major scandals in police agencies. Despite recognizing that strong leadership is of vital importance, scholars and police organizations have struggled to measure and understand a number of key questions, including what leadership styles are commonly used by police supervisors, when and how supervisors can influence subordinate performance and output, and what distinguishes between effective and less effective leaders.
Therefore, officers who rapidly climb the promotion ladder, without serving their time on the streets, are regarded with some suspicion. Such suspicion may be particularly acute for the new DE and FT officers who lack this shared police experience and thus group membership. This suggests that efforts will therefore need to be made to bridge what Rowe (2006) calls the credibility gap between frontline officers and these new police leaders. Research has identified a range of strategies that could be adopted to address these credibility issues including making junior officers feel more involved and valued in decision-making processes (Steinheider and Wuestewald 2008) or leaders actively creating organizational contexts that prevent an internal us versus them mentality developing between top management and other tiers within the police (Haake et al. 2015; Schaveling et al. 2017).
This ex post facto causal comparative based study examined if any relationships existed between the attendance of the Supervision Level 1 training course held at the Atlantic Police Academy and the leadership style profiles of police field trainer attendees. Two biographically matched samples of 35 field trainers (trained and untrained), from the Maritime provinces, were given the Multi-factor Leadership Questionnaire (MLQ 5X). The 26 returned surveys were used to determine the leadership Show moreThis ex post facto causal comparative based study examined if any relationships existed between the attendance of the Supervision Level 1 training course held at the Atlantic Police Academy and the leadership style profiles of police field trainer attendees. Two biographically matched samples of 35 field trainers (trained and untrained), from the Maritime provinces, were given the Multi-factor Leadership Questionnaire (MLQ 5X). The 26 returned surveys were used to determine the leadership profiles along 3 leadership style domains: transformational, transactional and laissez-faire (Bass & Avolio,1997). The results were examined using a matched sample t test (25 df, .05 alpha) to determine the degree of differences between the two groups. No statistically significant differences were found, but the direction of the differences were consistent with previous research showing that leadership styles can be positively affected by training (Bass & Avolio, 1997). The laissez-faire score (1.782) approached statistical significance. Discussion of the need for future research in this area of police education. Show less
In this post, we explore the concept of leadership models, discuss the unique application of these models in healthcare management, and examine 12 common styles that you may have encountered in the workplace. You can jump to our visual to see which famous leaders match each style so you can gain inspiration from their methods.
Transformational leadership is one of the most cited styles of leadership and is crucial in enabling effective change management. It focuses on developing team members and motivating them to reach extraordinary success. 2b1af7f3a8