Leadership Theories and Change

Running Head: Leadership Theories and Change

A Review of Leadership Theories and Possible Changes to Police Leadership Randy L. Conyers
niversity of Central !lorida

Leadership Theories and Change Abstract Throughout the history of law enforce#ent$ leaders have used #any different styles to lead e#ployees. !ro# the early styles of Autocratic and Laisse%&!aire to Participative 'de#ocratic($ Transactional and Transfor#ational leadership. Leadership within policing has evolved over the years in so#e organi%ations to a #ore participative style and yet there are still leaders who cling to an anti)uated do#ineering style. The purpose of this paper identified trait theories$ leadership theories and change

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strategies that have #olded or are #olding the policing culture. Change #ust occur if the culture of police organi%ations are going to #eet the de#ands of the "1st century and several issues affecting this change were discussed. An in&depth review of the transactional and transfor#ational styles of leadership was seen as being the styles that a leader in the "1st century would want to use to #eet the needs of their e#ployees and #otivate the# toward success and self&actuali%ation. Although no e#pirical research is co#pleted in this paper$ the literature reviewed and previous research indicate that the transfor#ational style of leadership aug#ents the transactional style$ but not vise versa. *t also e#phasi%es that leaders need to beco#e #ore transfor#ational toward e#ployees and allow the# to participate in the decision&#a+ing process. As #ore leadership research is continued$ the following research )uestion is proposed for future study: To what e,tent would an e,clusive transfor#ational leadership style in police organi%ations have on ran+ structure and pro#otions-

Leadership Theories and Change A Review of Leadership Theories and Possible Changes to Police Leadership

I.

Introduction

/rgani%ations$ including law enforce#ent agencies$ re)uire leadership. 0ependable and apposite leadership is crucial to the success of any organi%ation '1pinelli$ "223(. Leaders aspire for change in people toward a desired goal. Lussier 4 Achua '"225( insisted that leadership was a procedure that not only influenced e#ployees$ but leaders as well$ to acco#plish the goals of the organi%ation through change. Leadership entwines leaders&e#ployees$ influence$ organi%ational ob6ectives$ change and people. Leading involves people. 7veryone is leading so#eone so#ewhere$ but the )uestion is where and how. *n order to be a good leader one #ust be a good e#ployee. 8any scholars define leadership as one who plans$ directs$ or guides people toward a #utual goal. Hesser '1999( noted$ :Leadership has two co#ponent parts$ personal and organi%ational. 1uccess$ over ti#e$ de#ands +nowledge of and co##it#ent to both;. 1pinelli '"223( describes a successful leader as being accountable and suitable. Leadership has been described as an influence relationship a#ong leaders and e#ployees who intend real changes and outco#es that reflect their shared purposes '0aft$ "22<(. The )ualities for effective leadership and followership are the sa#e '0aft(. The basis for good leadership is a respectable personality and unselfish service to e#ployees and the organi%ation 'Clar+$ 199=(. :The best leaders are those who are deeply interested in others and can bring out the best in the#; '0aft(.

Leadership Theories and Change

>ou%es 4 Posner '"22=( add that e,e#plary leadership co#es fro# #odeling the way$ inspiring a shared vision$ challenging the process$ enabling others to act and encouraging hearts. Leadership in the law enforce#ent culture has changed over the decades$ but #ust continue to change in order to address #odern day proble#s. The purpose for this paper is to e,a#ine police leadership fro# a historical and e#pirical standpoint and discuss possible theories for change. An in&depth review of the advantages and disadvantages of two leadership theories 'transactional and transfor#ational( are e,plored as well as the possible outco#es of each.

Leadership Traits and Characteristics An i#portant characteristic of leadership is using hu#an talents to grow perfor#ance$ trust and integrity in e#ployees and the organi%ation '0aft$ "22<(. /ne?s personality plays a #a6or role in the way they lead. Personality is a co#bination of traits 'distinguishing personal characteristics( that classifies an individual?s behavior. Personality affects conduct as well as insight and attitudes. >nowing personalities helps e,plain and forecast others? behavior and 6ob perfor#ance 'Lussier 4 Achua$ "225(. The @ig !ive 8odel of Personality assesses whether a person is stronger in surgency$ agreeableness$ ad6ust#ent$ conscientiousness$ or openness to e,perience. 1urgency includes leadership and e,traversion traits 'Lussier 4 Achua$ "225(. The need for power co#pares to the @ig !ive di#ension of surgency. People with a high need for power are depicted as wanting to control situations and en6oy co#petition in which they can win because they do not li+e to lose.

Leadership Theories and Change They lean toward being a#bitious and have a lower need for affiliation. They are #ore concerned with influencing other people than they are with what other people thin+ about the# 'Lussier 4 Achua$(. 7,traversion is the e,tent that a person is outgoing$ sociable$ tal+ative$ and rela,ed in #eeting and tal+ing with new people. A person with high #ar+s in surgency wants to be in charge and have influence over others '0aft$ "22<(. *nfluencing is the ability of the leader to co##unicate ideas effectively to e#ployees so e#ployees will not only accept these ideas but #otivate the# to i#ple#ent needed changes. Agreeableness is the trait of being able to get along with other people. 1o#e behaviors that characteri%e agreeableness are being good&natured$ cooperative$ forgiving$ and

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co#passionate$ understanding and trusting '0aft$ "22<(. The need for affiliation co#pares to the @ig !ive di#ension of agreeableness. They are socially #otivated and see+ close relationships whether in a group setting or with personal friends. They are #ore concerned with what other people thin+ about the# than influencing other people 'Lussier 4 Achua$ "225(. Ad6ust#ent is co##only referred to as e#otional stability. This trait shows the level that people are well&ad6usted$ cal# and secure '0aft$ "22<(. Conscientiousness includes traits related to achieve#ent 'Lussier 4 Achua$ "225(. People with a high need for achieve#ent ta+e responsibility for solving proble#s$ are goal oriented$ see+ challenges$ strive for e,cellence$ desire concrete feedbac+ on their perfor#ance and wor+ hard. They perfor# well in non&routine$ challenging$ and co#petitive situations 'Lussier 4 Achua(. Conscientiousness also shows how well a person is responsible$ dependable$ and persistent.

Leadership Theories and Change This trait is #ore concerned with tas+s to be co#pleted rather than relationships '0aft$ "22<(. /penness to e,perience relates to a person being willing to change$ try new things$ i#aginative$ creative and having a broader range of interests '0aft$ "22<(. >ou%es 4 Posner '"22=( described how credibility is the foundation of leadership: 7veryone wants to be fully confident in their leaders$ and to be fully confident they have to believe that their leaders are individuals of strong character and solid integrity. To be credible in action$ leaders #ust be clear about their beliefsA they #ust +now what they stand for. Then they #ust put what they say into practice: they #ust act on their beliefs and :do;. A leader can not #odel the way nor enable others to act if they are not seen as being honest and trustworthy '>ou%es 4 Posner(. Honesty is seen as the ut#ost i#portant characteristic between leaders and e#ployees. @eing proud of where one wor+s$ perceived as a tea# #e#ber$ valuing the values of the organi%ation$ having a sense of belongingness and ownership are benefits of a credible leader. n#otivated or #otivated only for #oney$ low production$ critici%ing the

organi%ation$ loo+ing for another 6ob and having a feeling of being unappreciated are characteristics of a leader that has lost credibility '>ou%es 4 Posner(. *f a leader is found to be dishonest$ they lose respect a#ong the e#ployees which leads to a loss of #otivation and over ti#e the e#ployee loses self&respect '>ou%es 4 Posner(.

Past Practices in Police Leadership The 7nglish Parlia#ent passed the 8etropolitan Police Act in 1B"9. The passage of this act created the London 8etropolitan Police which beca#e the #odel for A#erican policing.

Leadership Theories and Change This #odel of policing was based upon a highly centrali%ed co##and and bureaucratically

controlled organi%ation which was used by the #ilitary?s leadership. This leadership established a hierarchical authoritarian organi%ation that instilled i#personality into the structure '!yfe$ Creene$ Dalsh$ Dilson 4 8cLaren$ 199=(. The first A#erican city that tried to i#ple#ent this style of policing was Eew For+ in 1B<1. 1trecher 'as cited in !yfe$ et al.$ 199=( notes that Eew For+?s atte#pt to use a strong central authority style of leadership was negated due to political$ social and econo#ic forces. This particular style of leadership had a crippling effect on the co##unication process and the a#ount of ris+s that patrol officers would be involved '1#ith$ "22B(. 8ost of the leaders during this ti#e were appointed because of who they were or where they ca#e fro#. The bureaucratic&efficiency #odel used in the early twentieth century continued to use the #ilitary co##and but added the co#ponent of scientific #anage#ent. Eot #uch changed with this style of leadership because leaders still had total control through a centrali%ed and an infle,ible chain of co##and structure in order to achieve overall organi%ational efficiency. Leaders were usually pro#oted based on longevity and e,perience and not on the characteristics they offer as leaders. 1cientific #anage#ent was a result of the *ndustrial Revolution. Leaders would scientifically develop what would be e,pected of the wor+er and then teach and train the# how to do their 6obs. The downfall of this #odel was the lac+ of interest in the wor+er '!yfe$ et al.$ 199=(. All of these #odels focused on the leadership at the top and nothing on the officers at the botto#. This led to officers being told what$ when and how to do tas+s instead of e#powering the# to #a+e decisions for the#selves '1teinheider 4 Duestewald$ "22B(.

Leadership Theories and Change Cinger '"22.( bla#ed the failed leadership on being unable to delegate or understand the sense of urgency$ an unwillingness to consider alternatives and autocracy. As police leadership evolved over the years it was ulti#ately classified as being Autocratic$ Laisse%&!aire or

0e#ocratic. Autocratic leadership is concerned with giving orders to acco#plish a tas+ )uic+ly. Autocratic leadership is when e#ployees are told what to do$ how to do it$ when to do it and then are watched to #a+e sure it is done. Laisse%&!aire leadership allows a group of people to #a+e decisions on their own$ but gives no guidance 'Lussier 4 Achua$ "225(. 0e#ocratic leadership involves a group of people #a+ing decisions with guidance fro# the leader. 0e#ocratic leadership encourages participation in decisions$ facilitates discussion so everyone will +now what to do and then allows the# to do their 6obs without close supervision 'Professional /rgani%ations$ n.d.(. Conventional police leadership is pri#arily protective of their power and s+eptical of officer independence 'Duestewald 4 1teinheider$ "223(.

Present Practices in Police Leadership The literature indicates that present leadership practices are #i,ed throughout various police organi%ations. The researchers suggest that present police leadership practices are either the sa#e as they always have been or changing. !yfe$ et al. '199=($ notes that present police leadership still rese#bles a #ilitary style of leadership. 1ilverstri '"22=( agrees there is #ini#al verification that police leadership practices are shifting. 8ost police organi%ations continue to foster their centrali%ed culture through the use of hierarchy and ran+. This in and of itself continues to produce )uasi&#ilitaristic officers who are disciplined and follow orders within a bureaucracy.

Leadership Theories and Change This type of control re#inds officers that they are 6ust subordinates and have a distinct place within the organi%ation. 1ilvestri '"22=( e#phasi%es that today?s police leadership is unwilling to share infor#ation within the organi%ation and rarely allows others to participate in decision& #a+ing opportunities. The philosophy of the twenty&first century police leader is one of being strong$ assertive$ co#petitive$ perfor#ance based and unreceptive to change. Conversely$ Duestewald 4 1teinheider '"223( report police leadership is progressively

developing fro# an autocratic$ centrali%ed style that was based on wisdo#$ integrity and courage to that of one that e#braces tea#wor+$ involve#ent$ and shared leadership. The researchers assert that police organi%ations are allowing #ore supervision fro# the botto# up and less direct control. :8odern police ad#inistration is #ore about Gwinning the hearts and #inds? of the police force$; clai#ed 1+ogan 4 Hartnett 'as cited in 1teinheider 4 Duestewald$ "22B(. This philosophy was a by&product of the concept of co##unity policing. According to the *nternational Association of Chiefs of Police H*ACPI '1999($ the use of a participatory leadership style has ta+en root because co##and and control have da#aged productivity and #orale. As one can see$ there are varying opinions on whether police leadership has really changed or re#ained the sa#e. The literature points to different styles of leadership as being the cru, for change.

II.

Leadership Theories and Styles

Leadership style is the co#bination of traits$ s+ills$ and behaviors leaders use as they interact with e#ployees 'Lussier 4 Achua$ "225(. *n order for one to favor a leadership style$ one #ust understand where the leadership styles originated. Throughout the years$ the topic of leadership has been debated.

Leadership Theories and Change

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However$ research indicates that certain characteristics or traits are inherent in leaders '8urphy$ "22<(. According to research$ the 1952?s proffered leaders as #aintaining certain traits. These traits were based on physical and personality characteristics as well as intelligence and interpersonal s+ills '1teers$ Porter$ 4 @igley$ 1993(. 8ar)uis 4 Huston '"222( associated the Creat 8an Trait Theory with that of the Aristotelian philosophy$ which indicated that leaders were born and not #ade and depending on the need a leader would surface. The li#itations of trait theory are that leaders can not be developed through their s+ills and education 'as cited in 8urphy$ "22<(. *n contrast with trait theories$ the behavioral #ethodology centered on the recogni%able actions that #ade a person an effective leader 'Dright$ 1993(. Personal @ehavior Theories discussed in the niversity of 8ichigan and /hio 1tate niversity studies identified two #ore 1tyles of Leadership: 6ob&centered 'tas+( and e#ployee&centered 'people(. The 6ob&centered 'tas+&initiating structure( behavior focuses on the leader ta+ing control in order to get the 6ob done and the e#ployee&centered 'people&consideration( behavior focuses on the leader #eeting the needs of e#ployees and developing relationships 'Lussier 4 Achua$ "225(. The findings in the 8ichigan study indicated that leaders who were highly e#ployee oriented and allowed participation fostered #ore productive tea#s. /n the other hand$ leaders who were #ore concerned about acco#plishing tas+s cultivated lower producing tea#s. The findings fro# the /hio 1tate niversity study e#phasi%ed the consideration and initiating structure as the two underlying structures found in the niversity of 8ichigan study.

Leadership Theories and Change

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The /hio 1tate niversity study concluded that both structures were separate co#ponents$ but if a leader were dedicated in both they could achieve higher results '8urphy$ "22<(. Research at the niversity of *owa e,pounded on the studies above and identified two basic leadership styles: Autocratic and 0e#ocratic. These and other research studies asserted four '5( #ain leadership styles: concern for tas+$ concern for people$ 0irective Leadership and Participative Leadership 'Dright$ 1993(. !iedler '193=( e,plored the idea that there was not 6ust one ulti#ate style of leadership for a given circu#stance$ but leaders would be #ore effective by varying their leadership style depending on the situations that faced the#. !iedler?s 8odel based leadership styles on either being tas+ or relationship oriented and the style use depended on whether the situation was one of leader&#e#ber relations$ tas+ structure or position power 'as cited in 8urphy$ "22<(. Hersey and @lanchard theori%ed that the style of leadership was deter#ined by the e#ployee?s perceptions. Hersey and @lanchard?s theory e,pounded on !iedler?s #odel by creating four '5( leadership styles: 0irecting$ Coaching$ 1upporting and 0elegating '8urphy$ "22<(. @uilding on the sa#e principles of the contingency theories above$ House '19=1( suggested that the path& goal theory influences and #otivates e#ployee?s views and opportunities. 7#ployee content#ent$ acco#plish#ent of goals and i#proved functioning would be derived fro# the leader?s direction$ training$ guidance and support. 0espite the findings of this research$ 8ar)uis 4 Huston '"222( disagreed and noted that situational theory focused on the situation rather than the interpersonal and intrapersonal factors. The following leadership styles are derivatives of the ones discussed above.

Leadership Theories and Change This research paper will e,a#ine Autocratic$ Laisse%&!aire$ Participative 'de#ocratic($ Transactional and Transfor#ational leadership.

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Autocratic Leadership 8erria#&Debster?s /nline 0ictionary defines an autocrat as :a person 'as a #onarch( ruling with unli#ited authority or one who has undisputed influence or power; 'http:JJwww.#erria#&webster.co#JdictionaryJautocrat(. This style of leadership is considered 6ob&centered as identified by the niversity of 8ichigan and /hio 1tate niversity studies. The 6ob&centered 'tas+&initiating structure( behavior focuses on the leader ta+ing control in order to get the 6ob done )uic+ly. *t relies heavily on e#ployees ta+ing orders fro# the leader instead of the leader offering #uch clarification or dialogue 'Professional /rgani%ations$ n.d.(. According to a ' niversity of Central !lorida H C!I$ 'n.d.( study$ e#ployees are inspired through threat of correction and repri#and. The autocratic leadership style offers several advantages: swiftness of pro6ect co#pletion +eeps group #e#bers fro# producing alternatives that influence the #inority negatively$ guarantees the leader is heard and infor#s #e#bers when their conduct is undesirable. The disadvantages of the autocratic leadership style are: dissociates group #e#bers$ non&develop#ent of e#ployees and convenience of use instead of round tabling )uandaries 'Professional /rgani%ations$ n.d.(. /ne #ight use this style of leadership when the group is in danger of not acco#plishing a tas+ in a ti#ely #anner or in a crisis situation '8urphy$ "22<(.

Leadership Theories and Change Laissez-Faire Leadership The Laisse%&!aire leadership style fre)uently has a negative connotation. This style of leadership depicts an inert leader who is averse to sti#ulating subordinates or giving focus '0eluga$ 1992(. The Laisse%%&!aire leadership style places an e#phasis on the e#ployee centered attribute that was discussed in the niversity of 8ichigan and /hio 1tate niversity studies 'Professional /rgani%ations$ n.d.(. Leaders who use this style fail their e#ployees because they offer no positive or negative direction nor do they interfere at any ti#e 'Debb$ "22=(. According to 0eluga '1992($ Laisse%%&!aire leaders renounce their leadership thus giving e#ployees a wide spectru# of decision&#a+ing which could lead to a#plifying their power and influence. Another assess#ent of research reported these leaders shun goal&setting$ opportunities to

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succeed$ fail to coordinate organi%ational ob6ectives$ ignore responsibilities$ and routinely avoid #a+ing decisions on i#portant #atters 'van 7eden$ Cilliers$ 4 van 0eventer$ "22B(. Leaders assu#e the e#ployees will #a+e decisions in a ti#ely #anner and handle whatever proble#s that arise 'Professional /rgani%ations$ n.d.(. There are so#e advantages and disadvantages of using this style of leadership. *t allows tea# #e#bers to develop a wor+ing relationship in an infor#al setting and generates an opportunity to be successful by #a+ing their own decisions. /n the other hand$ a tea# #e#ber can do#inate and ta+e control which could lead the tea# to #a+e incorrect decisions and possibly have the tea# repri#anded which would lead to negativity within the groupA affecting the process and their #otivation 'Professional /rgani%ations$ n.d.(. This absence of leadership leads to nothing happening which pro#otes ineffective leadership '8cCuire 4 >ennerly$ "223(.

Leadership Theories and Change Participative (Democratic Leadership

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A participative leader #ust have a pioneering$ i#aginative and adventureso#e #indset in order to e#power e#ployees to #a+e decisions involving the organi%ation '1#ith$ "22B(. Participative leaders e#power their e#ployees in the decision&#a+ing process by #eeting with the# periodically and listening and trusting the# ' C!$ n.d.(. Dolf$ @oland 4 Au+er#an '1995b( defined e#power#ent as :the awareness of a person?s potential talents$ gifts$ and power and how a person can contribute to the organi%ation?s goals 'as cited in Thyer$ "22.(. Participative leadership re)uires and encourages participation fro# everyone and shares decision&#a+ing for the better#ent of the organi%ation. 7#ployee #otivation is derived through obtaining financial and self&i#age awards. Leaders reward e#ployees through financial gains and positive evaluations which in turn increases #otivation and #orale '8urphy$ "22<(. The research contends there are so#e advantages and disadvantages to using this style of leadership. 1+ogan '"223( noted that leaders who allowed e#ployees to participate in decision& #a+ing showed i#prove#ent in labor&#anage#ent relations$ encouraged e#ployee co##it#ent$ enhanced co##unity service$ and di#inished e#ployee re6ections of police restructuring 'as cited in 1teinheider 4 Duestewald$ "22B(. Research provides a plethora of findings for i#ple#enting participative leadership such as: increased occupational content#ent$ organi%ational allegiance$ an organi%ational ownership behavior$ apparent support$ labor& #anage#ent collaboration and e#ployee perfor#ance '1teinheider 4 Duestewald(. 1#ith '"22B( suggested that the police ran+ structure i#peded this style of leadership. !urther#ore$ the police organi%ational syste# has e#bedded a culture of ris+ aversion by continuing in a hierarchical structure.

Leadership Theories and Change The researcher suggested that since the hierarchical syste# pro#oted e#ployees to ran+ that it

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actually bloc+ed participation at different levels within the organi%ation due to a lac+ of trust or e,perience. /ther researchers suggest that so#e have been left out of the decision&#a+ing process by allowing e#ployees to participate at a suggestion level or their discretionary decision& #a+ing on the street. Labor unions have increased their control within the police organi%ation$ but have not been included in the decision&#a+ing process. !lynn '"225( and 1+ogan '"225( contend these labor unions are not being as+ed to help in the decision&#a+ing process because of the hierarchical ethos of the police organi%ation and the selfishness of the labor unions 'as cited in 1teinheider 4 Duestewald$ "22B(. /spina 4 Faroni '"22.( suggested that labor union representatives and police leaders only cooperate with each other when there is a critical situation 'as cited in 1teinheider 4 Duestewald$ "22B(.

Transactional Leadership @urns '19=B( and @ass '19B<( portrayed a transactional leader as one who#: '1( recogni%es what it is one wants to get fro# hisJher wor+ and tries to see that one gets what hisJher wants if perfor#ance warrants itA '"( e,changes rewards and pro#ises of reward for effortA and '.( is responsive to one?s i##ediate self&interests if they can be #et by getting the wor+ done 'as cited in A. Chan 4 7. Chan$ "22<(. @olden$ Cosling$ 8arturano$ 4 0ennison$ '"22.( presented that e#ployees are inspired through the use of reco#pense and chastise#ent 'as cited in Taylor$ "229(. Taylor '"229( asserts that e#ployees are held accountable regardless of co#petency or resource availability.

Leadership Theories and Change

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Transactional theories of leadership assert that people will follow leaders who are inspirational. The leader will develop a vision 'possibly collaboratively($ sell the vision and lead the way 'Taylor$ "229(. van 7eden et al '"22B( defined transactional leadership as a transactional process between the leader and e#ployee. Hartog$ Kan 8ui6en 4 >oop#an '199=( added that the leader&e#ployee relationship not only involves e,changes$ but bargaining as well. 0eluga '1992( supported this by stating that leaders andJor e#ployees can e,ercise a significant a#ount of control and influence over one another during this e,change and bargaining process. Pettigrew '19="( and 8echanic '193"( stated :a leader?s control over vital infor#ation or an e#ployee?s special s+ill in solving crucial organi%ational proble#s provides each participant leverage fro# which to negotiate; 'as cited in 0eluga$ 1992(. The overall success of the organi%ation depends on whether the leader has the power to strengthen the process in which wor+ is co#pleted by staff 'Logulu 4 Dood$ "22=(. 8cCuire 4 >ennerly '"223( report that transactional leaders are only interested in #aintaining the :status )uo; for their organi%ations. Transactional leaders are +nown to establish perfor#ance specifications and #a+e sure they are acco#plished by a given deadline$ li#it the content#ent of e#ployees and create a low a#ount of e#ployee co##it#ent. Transactional leadership is divided into three distinct processes that influence e#ployees: active #anage#ent by e,ception$ passive #anage#ent by e,ception and contingent reward 'van 7eden et al.$ "22B(. *n the case of active #anage#ent by e,ception$ the leader loo+s for #ista+es$ indiscretions$ e,ceptions$ divergence fro# standards$ co#plaints$ infractions of policy and regulations$ and failures and he or she ta+es corrective action before or when these occur 'van 7eden et al.$ "22B(.

Leadership Theories and Change A non&listening$ reactive leader who does nothing to curb foreseeable errors or proble#s is

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considered to be leading by the passive #anage#ent e,ception 'van 7eden et al.$ "22B(. Leaders identify the outco#es 'reward or punish#ent( that will be bestowed based upon the e#ployee?s perfor#ance 'van 7eden et al.(. Leaders using contingency rewards engage the path&goal theory that was outlined by House '19=1( because it rewards and #otivates e#ployees based on perfor#ance '@ass$ 199=(. Contingency rewards used in transactional leadership use contingency rewards for e#ployees when they attain pre&set goals and ob6ectives '8urphy$ "22<(. Chan 4 Chan '"22<( suggested e#ployees receive rewards for acco#plish#ents$ proposals to aug#ent pay and pro#otion$ or praise for superior hard wor+. Debb '"22=( contends that a leader who recogni%es the attributes of their e#ployees will assign tas+s that will allow the e#ployee to acco#plish the #ission and obtain their 6ust reward which in turn will #otivate the# to do #ore. Debb '"22=( indicated there was an opti#istic association between contingent rewards and organi%ational results. Transactional leadership has #ore shortco#ings than #erit. Rugieri '"229( contends that a transactional leader is #ore co##anding$ has high confidence and is usually #ore fi,ated on the 6ob. Trott 4 Dindsor '1999( stress that transactional leadership is best suited for group settings that are under crisis because it offers satisfaction through an urgent resolution. 8edley 4 Larochelle '199<( noted the results with transactional leadership are not very valuable over ti#e 'as cited in Trott 4 Dindsor$ 1999(. Although transactional leaders center on e#ployee needsA they do not offer opportunities for obtaining #otivation$ 6ob content#ent or allegiance '1ahin$ "225(.

Leadership Theories and Change

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Cenerally the transactional leadership style is used #ostly in organi%ations do#inated by co##and and control procedures '@ass$ 199=(. 1ilvestri '"22=( reported that e#ployees in a transactional fra#ewor+ obtain their position within the structure through co#petition and confor#ity. !urther#ore$ police leaders continue to wor+ within the transactional style and

tend to be autocratic '1ilvestri$ "22=(.

Trans!ormational Leadership According to 1ullivan 4 0ec+er '199=($ the transfor#ational leader is not concerned with the status )uo$ rather with :effecting revolutionary change in organi%ations and hu#an service; 'as cited in Trott 4 Dindsor$ 1999(. @ass '1993( defined transfor#ational leadership as the ability of a leader to #otivate e#ployees to surpass their own individual aspirations for the greater good of the organi%ation. @urns '19=B( depicted the transfor#ational leader as a #orally responsible #anager who focuses on developing the #oral #aturity$ values$ and standards of his or her subordinates and strengthening their devotion to serve the well&being of others$ their organi%ation$ and society beyond self&interest 'as cited in /lsen 4 Lohnsen$ "223(. Lowe$ >roec+$ 4 1ivasubra#ania# '1993( described the transfor#ational leader as being pioneering and less li+ely to support the current situation$ see+ing opportunities in the face of ris+$ and atte#pting to #old and create rather than react to environ#ental conditions 'as cited in van 7eden$ et al$ "22B(. Kan 7eden$ et al '"22B( added that a transfor#ational leader is one who conveys a vision to inspire others$ sets long&ter# goals and e#phasi%es social and interpersonal s+ills. The transfor#ing leader loo+s for potential #otives in e#ployees$ see+s to satisfy their needs and engages the full person of the follower.

Leadership Theories and Change

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Logulu 4 Dood '"22=( insinuated transformational leadership involves establishing oneself as a role model by gaining the trust and confidence of employees and to develop their staff by sanctioning and guiding them to excel beyond the organizational day-to-day obligations. A transfor#ational leader could be categori%ed as a visionary$ a futurist or a #echanis# for change that assu#es a proactive approach to #anage#ent '8urphy$ "22<(. @olden et al '"22.( posed change as the +ey focus for transfor#ational leadership 'as cited in Taylor$ "229(. 1ofarelli 4 @rown '199B( suggested that a transformational leader must possess high self-esteem, self-regard and self-awareness to effectively transform organizations and employees (as cited in Murphy, 200 !. Taylor '"229( described the following funda#ental features of transfor#ational leadership: build a shared vision$ see the big picture and deal with convoluted issues$ test thin+ing analytically$ encourage involve#ent and #otivation$ share infor#ation and enable trust through tea# wor+ing$ recogni%e contributions and celebrate acco#plish#ents$ create opportunities for incessant learning and support people?s growth$ including ownA adaptable and able to deal with une,pected issues$ role #odel through behaviors and goal setting$ and networ+ effectively '8cEichol "223$ 1haw "22=(. Transfor#ational leadership is based on four pri#ary dyna#ics to influence the behaviors and attitudes of others: ideali%ed influence ':charis#a;($ inspirational #otivation$ intellectual sti#ulation$ and individuali%ed consideration 'Ruggieri$ "229$ 8cCuire 4 >ennerly$ "223(. @ass '19B<( regarded the charis#atic co#ponent as ideali%ed influence. *deali%ed influence i#plies the e#ployees i#itate their leader?s behavior and values and are co##itted to and #a+e sacrifices for the leader?s vision 'as cited in van 7eden$ et al$ "22B(.

Leadership Theories and Change

"2

*n order for a leader to have ideali%ed influence$ an e#ployee #ust be able to see that the leader is unfailing in word or deed and they actually stand for so#ething they aspire to do and inspire their e#ployees toward the sa#e goal '8urphy 4 0rodge$ "225(. Leaders with these attributes are highly ad#ired$ respected$ trusted$ and have a high level of self&confidence$ self&estee#$ and self& deter#ination. They are usually regarded as role #odels and de#onstrate high standards of ethical and #oral conduct 'Chan 4 Chan$ "22<(. Chan 4 Chan '"22<( described inspirational #otivation as the ability of leaders who can sti#ulate and inspire e#ployees and colleagues by building self&assurance$ filling and arousing enthusias# and deter#ination in the group. *n general$ this is the #ethod of inspiring their vision and encouraging e#ployees to i#ple#ent it for the future growth of the organi%ation. This type of leader provides sy#bols$ #etaphors$ and si#plified e#otional appeals to increase awareness and understanding of #utually desired goals '@ass and Avolio$ 199=). 8urphy 4 0rodge '"22.( pointed out that co##unicating the vision to everyone and reiterating it often was the +ey ingredient of inspirational #otivation. @ass et al (19B=) describes intellectual sti#ulation as encouraging e#ployees to thin+ of creative ways to solve old proble#s$ e,a#ining their own values and beliefs$ and when suitable$ those of their leader 'as cited in 0eluga$ 1992(. As a result$ the e#ployees can e,tend the#selves with capabilities of discovering$ e,a#ining$ and resolving proble#s with a #ore liberated thought in order to survive rapidly changing organi%ational environ#ents '0eluga$ 1992(. Curtin '199<( confir#ed this by suggesting that e#ployees welco#e new e,periences as long as they are not inti#idated. 7#ployees want to be included in the decision&#a+ing process and +now that their views are valued and desired.

Leadership Theories and Change

"1

Debb '"22=( described individual consideration as the need e#ployees have for personal appreciation and the need to ac+nowledge the uni)ue strengths and s+ills of each e#ployee in an organi%ation. Chan 4 Chan '"22<( agreed and believed if leaders acted as coaches or #entors$ and gave particular attention to individual e#ployees? needs for personal growth$ advance#ent$ and achieve#ent it would foster #utual trust and effect a positive i#pact on satisfaction with the leaders$ as well as overall productivity. 8urphy 4 0rodge '"22.( clai#ed a vital aspect of individual consideration is assigning 6obs to e#ployees that offer opportunities to obtain enthusias# for what they are doing and providing the necessary tools to acco#plish it. The literature reviewed pointed out so#e benefits and drawbac+s in using the transfor#ational leadership style. Taylor '"229( reasoned that transfor#ational leaders place an e#phasis on tea# building$ and e#powering and developing potential in order to reach long& ter# goals. Thyer '"22.( reported a transfor#ational leader creates a collaborative learning environ#ent$ i#proves #orale$ e#braces accountability and conflict resolution$ proactive towards change #anage#ent$ ignites co##unication and supports e#power#ent. These leaders also facilitate e#ployees toward #otivation and being involved in the vision they produce. Debb '"22=( noted an advantage of transfor#ational leadership is having highly #otivated and satisfied e#ployees. 8ontana 4 Charnov '199.( stated these e#ployees displayed a decrease in occurrences of absenteeis# and an escalation in production while on the 6ob 'as cited in Debb$ "22=(. *n turn$ Fu+l '"22.( clai#ed e#ployees who distinguish their leader as caring for the interests of each individual wor+er$ are li+ely to e,hibit increased allegiance$ confidence$ and to have a stronger sense of e#otional well&being.

Leadership Theories and Change Dhen these issues are present$ leaders tend to preserve a higher level of pro#inence in the

""

organi%ation and the organi%ation has a tendency for greater production 'as cited in Debb$ "22=(. 1ilvestri '"22=( added that transfor#ational leaders have a capability of infusing a higher degree of passion into leadership by engaging e#ployees and #a+ing the# feel appreciated. 8urphy '"22<( agreed and pointed out that transfor#ational leaders could achieve this passion by #otivating and energi%ing e#ployees to pursue goals$ visions and the e#powering culture. *f transfor#ational leaders are passionate about appreciating their e#ployees this will provide the# with opportunities to grow and develop '1ilvestri$ "22=(. 1heldon 4 Par+er '199=( believe$ if a leader effectively e#powers e#ployees$ it develops an at#osphere of 6oint trust$ increases 6ob content#ent$ and pro#otes dedication to the organi%ational goals which cul#inates in the delivery of )uality service 'as cited in 8urphy$ "22<(. @ass '1992( reported that transfor#ational leaders #otivated e#ployees to perfor# past their e,pectations 'as cited in Adebayo$ "225(. 1ilvestri '"22=( insisted that since the police organi%ation culture is ran+& oriented it presents significant li#itations for those e#ployees wishing to i#ple#ent alternative$ transfor#ative ways of wor+ing that re)uire #ore open and participatory for#s of engage#ent and interaction with colleagues. The ability of the police organi%ation to integrate a transfor#ative style of wor+ing then beco#es increasingly proble#atic. Transfor#ative leaders can be seen as being ineffectual and lenient. Another proble# seen by #any researchers is the culture of police #anage#ent de#ands speedy 6udg#ents and good decision #a+ersA the transfor#ational approach ta+es too long and is therefore alleged to be unsuccessful '1ilvestri(. 1ofarelli 4 @rown '199B( refuted the advantages of the transfor#ational leadership style because it tends to interrupt a balanced and organi%ed #ethod of doing wor+ 'as cited in 8urphy$ "22<(.

Leadership Theories and Change Duestewald 4 1teinheider '"223( and Adebayo '"225( clai#ed the transfor#ational leader can institute a vision that will #ove the organi%ation toward the future and an authentic caring environ#ent and procure e#ployee support via ideali%ed influence 'charis#a($ inspirational #otivation$ intellectual sti#ulation and individuali%ed consideration. The use of transfor#ational leadership is gaining #o#entu# because it is directly in contention with the outdated autocratic unilateral style of leadership that has been forced on e#ployees for #any years '8urphy$ "22<(. @ass '1992( argued that the doctrine of transfor#ational leadership

".

related to all organi%ational levels 'as cited in >ane 4 Tre#ble$ "222(. Curtin '199<( stated the transfor#ational leader: 0oes not si#ply stri+e a fair bargain with peopleA heJshe adds so#ething #ore by calling the# to a higher value$ which in turn$ increases their self&worth as they learn to value their own contributions to the acco#plish#ent of a #ission. @urns '19=B( contended that transfor#ational leaders could lead their e#ployees to a higher level of needs that was outlined in 8aslow?s hierarchy of needs. This was done by increasing the e#ployee?s level of +nowledge in achieving valued conclusions$ a vision and the plan to acco#plish these traits. *t also involved e#ployees e,ceeding their own concerns for the sa+e of the tea# or organi%ation and raising their awareness to enhance the#selves and what they want to achieve 'as cited in Chan 4 Chan$ "22<(. This style of leadership can possibly turn e#ployees into leaders and leaders into change agents '1pinelli$ "223(. Transfor#ational leadership )ualities are learned fro# leaders accepting their own #ista+es '8urphy(. 1ilvestri '"22=( suggested that leaders using the transfor#ational style of leadership not only affected their e#ployees$ but it spilled over into the co##unity as well.

Leadership Theories and Change

"5

This was acco#plished by having #otivated officers that related better to the co##unity they served. 8urphy 4 0rodge '"22.( su# transfor#ational leadership as follows: The +ey point here is that a police organisation?s e,plicit values #ust reflect the core values of the broader society which the organisation serves$ and that police leaders #ust de#onstrate the ut#ost respect for those values both personally and professionally to be truly transfor#ational.

III.

Discussion o! Chan"es to Police Leadership

Change can be co#plicated and ta,ing. 1o#e changes can be pro6ected$ but so#e co#e too )uic+ to be prepared. 8anage#ent styles and behaviors for# a police organi%ation?s culture. Culture is seen to be i#portant because it supports or hinders policies$ provides value$ influences character$ establishes consistency and direction$ steers and for#s conduct$ and influences organi%ation success '!lorida 0epart#ent of Law 7nforce#ent H!0L7I$ "212(. Tho#as '"221( wrote$ :/ur natural reaction to change$ even in the best circu#stances$ is to resist. The overwhel#ing #a6ority of people naturally and fervently resist change either in their personal lives or in the wor+place. De li+e our Gco#fort %one?.; There are a nu#ber of argu#ents for resisting change and i#ple#enting change. Adla# 4 Killiers '"22.(A !ran% and Lones '19B=( believe that #ost research e)uates police leadership with an archaic #ilitaristic style. !ran% and Lones '19B=( argue that the #ilitaristic style hinders co##unication between leaders and officers 'as cited in 1#ith$ "229(.

Leadership Theories and Change This causes proble#s with the proble#&solving capabilities of police organi%ationsA how they

"<

confront a hastily shifting worldA and how they support the essential practice of #oderni%ation in a setting in which the population and topography of everyday policing is changing rapidly '1#ith$ "229(. Hisrich 4 Peters '199"( asserted police leadership does not support ingenuity$ fle,ibility or autono#y due to leadership always enforcing the philosophy of do what you are told$ do not #a+e #ista+es$ and do not ta+e ris+s 'as cited in 1#ith(. Canter '"222( coined the ter# Gdestructive organi%ational psychology? which #eans police organi%ations continue an outdated syste# that pri#es certain officers within the organi%ation to beco#e leaders instead of pro#oting those who have consistently de#onstrated the overall )ualities of a progressive leader. Police leaders select their future leaders early in their careers and usually do not accept the ones that ta+e ti#e to develop over a longer period of ti#e which pro#otes the sa#e anti)uated police culture 'as cited in 1#ith(. 1ilvestri '"22=( e#phasi%ed the ran+ structure has evolved over #any decades and has acted as a right of passage for future leaders to carry on the anti)uated #issions of the organi%ation. Those officers obtaining ran+ view it as a status sy#bol. 8cLaughlin 4 8ur6i '19B<( contended that if the ran+ structure was ter#inated$ officers would believe it to be an unproductive step and a loss of power 'as cited in 1ilvestri$ "22=(. Presently$ police organi%ations are not prepared to e#brace an innovative participatory style of #anage#ent because of its unwillingness to share infor#ation with anyone and ran+ further co#plicates it '1ilvestri(. Duestewald 4 1teinheider '"223( pointed out that since police leadership is entwined in a traditional hierarchical culture it discourages new styles of shared leadership because these leaders either do not trust officers or have never been introduced to adaptive leadership #ethods li+e$ allowing interpersonal co##unication$ coaching$ and

Leadership Theories and Change facilitation or inclusive decision&#a+ing. This results in no change to the overall effectiveness of the organi%ation and it re#ains status )uo 'as cited in 1#ith(. Another aspect of fearing change is the perceived ti#e it ta+es to #a+e a decision using one of the participatory leadership styles. 1o#e leaders fear it would be an ineffective #ethod of

"3

#a+ing decisions and #a+e one believe they were an ineffective and indecisive leader '1ilvestri(. 0avidhi%ar 4 Cra#er '"222( argued that police organi%ations do not want to change because their culture and structure have been one in which the leaders are #ale gendered. These leaders continued to be transactional$ do#ineering$ aggressive and powerful 'as cited in Thyer$ "22.(. 8urray$ Prunc+un$ 4 Ras '"22=( agreed and indicated that even with changes in #asculinities and fe#ininities in police organi%ationsA police leadership is still a :gendered site;. There is so#e research that indicates that leaders are si#ply against change. They lead under the assu#ptions that if things are wor+ing well$ why change it '!0L7$ "212(. *n order for police leaders to establish the#selves as being #odern$ visionary and innovative$ they #ust adapt to the changes that face the#. This is acco#plished by e#powering people within their organi%ations to #a+e decisions and sti#ulating collaboration 'Duestewald 4 1teinheider(. Adebayo '"225( wrote:
"n order to react effectively to changes in society?s de#ographic co#position$

education$ and independent ideals$ the leadership structure of the police #ust be seen to be fle,ible enough to acco##odate such changes and also ensure the re#oval of unnecessary bureaucratic delays in the entire operation of the police. The autocratic style of leadership that consisted #ostly of less educated #en in the past will not suffice in this ti#efra#e because the wor+force has changed 'Adebayo$ "225(.

Leadership Theories and Change

"=

1#ith '"229( declared that #odern day leaders with advanced education have begun e#bracing the change fro# the traditional pro#otional processes to elevating new leaders based upon their education and roles. 7ducation presents #ore opportunity for change within the police organi%ation by allowing these educated officers to broaden their +nowledge$ and )uestion and alter assess#ents in how services are provided. 1ilvestri '"22=( clai#ed that police leadership possibly changed because wo#en challenged their #ale counterparts for leadership rolesA thusly changing the organi%ational culture 'as cited in 8urray et al$ "22=(. Do#en have been incorporated in the police culture for over .2 years. 7li#inating so#e of these #ale gendered biases has resulted in a flatter structure and involved an e#powering and participative leadership. The changes in leadership styles have directly benefited the pubic through co##unity and proble#&oriented policing. Do#en leaders are seen to be #ore transfor#ational$ see+ing to open up co##unication and the decision&#a+ing process. As #ore and #ore wo#en beco#e leaders within the police organi%ation it will sha+e the foundation of the co##anding and controlling style of leadership to one of transfor#ation '1ilvestri(. 1o#e research indicates that leaders #ust change because of generational issues. At the present$ there are four #ain generational groups that are active in the wor+place: Keterans$ @aby @oo#ers$ Ceneration M and F. 8ost of the Keteran generation has either retired fro# leadership roles or have co#e bac+ fro# retire#ent in a civilian type position. Presently$ the @aby @oo#ers are the generation that is #ainly in control. However$ the @aby @oo#ers are beginning to retire and this will force the other two generations into leadership roles and that will re)uire an organi%ational shift.

Leadership Theories and Change *f the present econo#ic trend continues all of these generations #ay continue to wor+ together

"B

for so#e ti#e and they all need to +now how to interact. *n order to affect positive change$ all of these generations will have to respect and learn fro# each other. Leaders will need to e#phasi%e fle,ibility$ training$ and open co##unication between all generational groups throughout the organi%ation '!0L7$ "212(. 1teinheider 4Duestewald '"22B( proffered that change in police leadership and the organi%ational structure was connected to the increased adoption of unions. *n the past$ leaders did not consult union leaders in the decision&#a+ing process. Progressive leaders foster i#proved wor+ conditions$ productivity$ service delivery and increased organi%ational co##it#ent when including union leaders in the policy process. 1#ith '"229( argued that change in police leadership was birthed when police leaders began the use of tea#s to tac+le proble#s and pro6ects. The adoption of a tea# or participative concept alludes to so#e of the characteristics that are consistent in the transfor#ational style of leadership. The re#uneration of allowing officers to participate in the tea# concept while wor+ing on pro6ects and proble#s has #ade the# #ore fle,ible and adaptable. Tho#as '"221( e#phasi%ed three #ista+es to avoid if effective change is going to last. The first #ista+e leaders #a+e before i#ple#enting change is not including input fro# those the change will affect. Leaders fail again by not spending enough ti#e on sti#ulating and persuading e#ployees that change will be beneficial. Lastly$ leaders have to #odel the way and pro#ote the change. *f leaders avoid these #ista+es it #a+es the change process less frustrating and stressful.

Leadership Theories and Change

"9

I#.

Conclusion

Accountable and suitable leadership is essential to the success of any organi%ation '1pinelli$ "223(. 8urphy 4 0rodge '"22.( clai#ed that a leader should be ethical$ grounded in the #ission of the organi%ation$ and is e#otionally engaged with e#ployees. Cinger '"225( pointed out si, GColden Rules? for the #odern police leader to follow: 1ervice to e#ployees and the public$ unselfishness$ calculated awareness 'sensitivity to the wider social$ cultural$ political and business environ#ents within which the police service operates($ support 'subordinates and the pubic($ professional e,cellence and endurance with integrity. @ass '199=( suggested that the old standards of 6ob&centered or e#ployee&centered leadership and autocratic or de#ocratic leadership and related e,change theories of leadership overloo+ed the effects of the leader&e#ployee relations of sharing a vision$ representation and sacrifice. 8aslow?s Hierarchy of Eeeds indicated a person needs to have their physiological needs$ safety needs$ love and belonging$ estee# needs$ and self&actuali%ation #et. Her%berg?s Two&!actor Theory clai#s in order for a person to feel successful they have to be #otivated and this is acco#plished by achieve#ent$ recognition of this achieve#ent$ advance#ent$ responsibility$ and the nature of the wor+ itself. There are so#e factors that hinder being #otivated and those are rules and regulations$ ad#inistration$ supervision$ wor+ing conditions$ and interpersonal values '!0L7$ "212(. Debb '"22=( e#phasi%ed that leaders who focused on sti#ulating e#ployees intellectually$ offered rewards$ had charis#a and individual consideration were #ore apt to increase #otivation and success in their e#ployees.

Leadership Theories and Change

.2

Transfor#ational and transactional leadership can better allow e#ployees to obtain their needs as outlined by 8aslow?s Hierarchy of Eeeds and Her%berg?s Two&!actor Theory. Although there is a plethora of research on the topic of effective leadership styles there are so#e researchers that clai# a cross between transfor#ational and transactional to be best for the #odern police leader. Logulu 4 Dood '"22=( insisted that using both of these styles of leadership were essential in running a #odern&day organi%ation. 8cCuire 4 >ennerly '"223( noted effective leaders should have a balance between transfor#ational and transactional leadership that #atches that of its e#ployees. Taylor '"229( clai#ed it was possible to use transfor#ational leadership within a transactional setting such as a police organi%ation. @ass '199=( noted that transfor#ational leadership could be both autocratic and de#ocratic or even participative depending on the issues and authority. He suggested #ore authoritative transfor#ational leadership would be used during policy i#ple#entation rather than wor+ place decisions. Additionally$ a review of literature suggests that transfor#ational leadership is co#ple#entary to and enhances transactional leadership '1pinelli(. @ass '19BB( reasoned a transfor#ational and transactional style of leadership is necessary for the continuation and develop#ent of intricate organi%ations 'as cited in 1pinelli$ "223(. Chan 4 Chan '"22<( added that the use of these two styles of leadership could affect e#ployee outco#es positively$ but not in isolation of each other. Lipley '"225( pointed out that leaders using both of these styles of leadership are li+ely to have e#ployees that are #ore #otivated and feel #ost supported. 1ilvestri '"22=( believed that the ability of the leader to encourage$ transfor#$ and i#prove e#ployees? sense of belongingness is a funda#ental ele#ent for the i#prove#ent of a police leader.

Leadership Theories and Change 1he declared that a leader who #asters the use of such styles will be a cha#pion of change. 8cCuire 4 >ennerly '"223( argued that for an organi%ation to develop a #ore

.1

transfor#ational culture it would need to hire charis#atic individuals that are less transactional and who de#onstrate a balance of ethics$ #orals and integrity. *t is widely understood that the face of police leadership is changing and in order to be and effective leader one #ust e#brace the changes that are before the#. Logulu 4 Dood '"22=( insisted that effective leadership not only institutes a clear vision for the direction of the organi%ation$ but #ust e#power e#ployees to accept the challenges change will bring and cooperate in acco#plishing the #ission. Cohen$ 4 7i#ic+e '199<( agreed that effective leadership shapes e#ployees? perfor#ance toward the #ission of the organi%ation 'as cited in Adebayo$ "225(. 8urphy '"225( contended that in order to be an effective leader one #ust e#ploy behaviors that #a+e their e#ployees feel respected and see+ out advance#ent opportunities for these e#ployees. !iedler '193=( suggested there is not 6ust one ideal leadership style to use for every issue$ because they #ay have #ore +nowledge and e,perience in one situation$ but #ay not be as adept in another 'as cited in 8urphy$ "22<(. An e,a#ple of this is when the leader +nows when to direct and delegate and when to coach and #entor '8en%ies$ "22=(. An effective leader #ust be open&#inded and able to accept feedbac+ and ad6ust their style of leadership$ if necessary$ to acco##odate the concerns brought forward. *n conclusion$ change is necessary if a police organi%ation wishes to +eep up with the ti#es. The old styles of leadership #ust be bro+en and the organi%ation should encourage and train their leaders to be #ore transfor#ational. Partnerships$ power sharing$ confidence and even hu#bleness are supplanting the influence of ran+ '*ACP$ 1999(.

Leadership Theories and Change This will cause the police organi%ation to beco#e flatter with less levels of #anage#ent and fewer clear differences between the# 'Duestewald 4 1teinheider$ "223(. 8en%ies '"22=(

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proffered that police leaders who beco#e #ore collaborative and interdependent in their #ethod to solving conflicts and show concern for e#ployees or build a collective vision will have a #a6or e#otional i#pact on their e#ployees. Taylor '"229( pointed out that leadership theories enable a person to use the correct s+ills in any given situation through a process of understanding$ critical consideration and assess#ent. A panel of Chief?s of Police fro# several agencies in /range County$ !lorida$ was as+ed what style of leadership was best used and the overall consensus was a #i,ture because one should not rely on 6ust one style because each situation is different '!0L7$ "212(.

Proposed $esearch %uestion @ased upon the review of the theories and e#pirical literature on leadership styles$ the following )uestion is proposed:

To &hat e'tent &ould an e'clusive trans!ormational leadership style in police or"anizations have on ran( structure and promotions)

Leadership Theories and Change

..

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Leadership Theories and Change Curtin$ L. '199<$ /ctober(. The PCold CollarP LeaderQ-. 7ursin# Mana#ement$ pp. =&B. Retrieved 8arch 1<$ "212$ fro# Acade#ic 1earch Pre#ier database. 0aft$ R. '"22<(. The Leadership 7,perience. Toronto: 1outhwestern. 0avidhi%ar$ R.$ 4 Cra#er$ C. '"222(. Cender differences in leadership in the health Professions. 8ealth 2are Mana#er, 1B'.($ 1B&"5. 0eluga$ R. '1992(. The 7ffects of Transfor#ational$ Transactional$ and Laisse% !aire

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