Transcript Slide 1

Part III
People in the Police Organization
Chapter 6
Police Leadership
© 2011 Delmar, Cengage Learning
Learning Objectives
1. Understand the differences among leadership, power, and authority and how they are
applied in the police organization.
2. Identify the different styles of leadership that occur in the police organization.
3. Know the two-factor theories of leadership and how they can be applied in the police
department.
4. Understand the contingency approach to leadership and the factors that affect how a
police administrator can make decisions.
5. Understand transformational leadership and how it can be used to change the
organization, particularly when implementing community policing.
6. Discuss the role the police chief plays and how personnel become police executives.
7. Understand the tenure issues facing police chiefs and the politics involved in their
dismissal.
© 2011 Delmar, Cengage Learning
Primary Components of Leadership
• People
– Subordinates follow the leadership
• Power
– The ability to influence or control others
• Influence
– Clearly acceptable directives
– Questionable orders to subordinates
– A directive completely outside the bounds of acceptability
© 2011 Delmar, Cengage Learning
Types of Leaders
• Formal leaders
– Placed in positions of leadership by the organization
– Have authority and responsibilities by virtue of the position they hold
– More effective when they use leadership skills
• Informal leaders
– Recognized by their peers as individuals who have knowledge and can
provide assistance outside the chain of command
– Have a modicum of power, but no recognized authority
– Successful departments promote informal leaders to formal leadership
positions
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Three Types of Positional or
Organizational Power
• Reward power
– The ability to control valued resources within the organization
• Coercion power
– Embodied in one’s ability to punish others
• Legitimate power
– The power people perceive as a result of their position within the
organization
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Two Types of Personal Power
• Expertise power
– Officers’ knowledge or ability to perform a specialized task
• Referent power
– The ability to influence as a result of one’s association with other
powerful figures in the organization
– Such associations are developed through:
• Friendship
• Past working relationships
• Kinship
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Four Ways People Acquire Power
Within an Organization
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Performance of extraordinary activities
Higher visibility
Solving a perplexing problem
Sponsors or referent power
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Machiavellianism
• The manipulation of others within the organization to achieve and
hold power and use that power for personal, rather than
organizational, benefits
• Machiavellian leaders are successful in the short term, but ultimately
run afoul of the organization.
• Simple rules
1. Never show humility, as arrogance is far more effective when dealing with
others in the organization.
2. Only weak people subscribe to morality and ethics. Powerful people feel
free to deceive whenever it suits their ends. The ends always justify the
means.
3. People are successful when they are feared.
© 2011 Delmar, Cengage Learning
Trait Theories of Leadership
• It’s difficult to understand leadership by examining
leadership traits.
• The number of traits can become expansive, and few
people possess all the traits generated.
• Leadership is better understood by examining how
leaders approach the act of leadership.
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Styles of Leadership
• Likert’s Leadership Systems
• Down’s Bureaucratic Leadership Styles
• Engel’s Supervisory Styles
© 2011 Delmar, Cengage Learning
Likert’s Leadership Systems
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Exploitive-Authoritarian Leadership
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Benevolent-Authoritarian Leadership
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Most policies and decisions are made by top management and are distributed by the chain of
command.
Managers sometimes listen to subordinates’ problems.
Consultative Leadership
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No confidence or trust in subordinates
Subordinates are not allowed to provide input into decisions.
Management establishes goals for the department, with subordinates making some of the
decisions on methods of goal achievement.
Participative Leadership
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Subordinates have input into tactical decisions and into police formulation.
© 2011 Delmar, Cengage Learning
Down’s Bureaucratic
Leadership Styles
• Climbers
– Ambitious, unethical people who use every opportunity to further
their careers
• Conservers
– Bureaucrats who strive to maintain the status quo
• Zealots
– Organizational members with a mission
• Advocates
– Leaders who care only about their sphere of influence
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Engel’s Supervisory Styles
• Traditional Supervisor
– Expects subordinates to engage in aggressive law enforcement and sees
community service as non-essential or unimportant
• Innovative Supervisor
– Values community policing and community-building activities
– Attempts to solve problems
• Supportive Supervisor
– Emphasizes his or her relations with subordinates
• Active Supervisor
– Often takes control of situations from subordinates
– Typically does not aspire to become a manager
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Behavioral Theories of Leadership
• Two-Factor Theories of Leadership
• Blake and Mouton's Managerial Grid
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Two-Factor Theories of Leadership
• Initiating structure
– The leader's behavior in emphasizing organizational goals by
delineating the relationship between the leader and the
subordinates when establishing well-defined patterns of
organization, communication and procedure
• Consideration
– The leader's behavior in emphasizing friendship, mutual trust,
warmth, and a respectful relationship between the leader and
subordinates
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Blake and Mouton’s Managerial Grid
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High-Performing Leaders
Task Leaders
Supportive Leaders
Bureaucratic Leaders
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Contingency Approach to Leadership
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Identifying the environmental and employee factors that are most important
in a situation and then utilizing the most appropriate style of leadership for
that situation
Stoner and Freeman’s factors:
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Leader’s personality, past experiences, and expectations
Superior’s expectations
Job requirements
Subordinates’ characteristics
Peer expectations
Departmental culture and politics
Three contingency models:
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Fiedler's leadership style and work situation model
House and Mitchell's path-goal theory
Vroom-Jago Leadership Participation Model
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Fiedler's Leadership Style and
Work Situation Model
• Focused on changing the structure or problem rather
than style of leadership applied
• Quality of leadership is determined by three dimensions:
– Leader-group relations
– Task structure
– Leader’s power
• The leader’s style should be matched to the situation.
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Path-Goal Theory of Leadership
• Two propositions for path-goal theory:
– Subordinates accept leader behavior and find it motivating if they
believe that the leader behavior is instrumental in satisfying their
immediate or future needs
– When employees are productive, leaders satisfy subordinate needs by
providing guidance, support, and rewards
• Four styles of leadership:
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Directive
Supportive
Participative
Achievement-oriented
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Vroom-Jago Leadership Participation
Model
• Leadership success is dependent on how well leaders
make decisions.
• Leadership is conveyed through quality decisions.
• Degree of participation depends on:
– Who possesses knowledge about the problem
– Acceptance of the solution
– Constraints in terms of how quickly a decision must be made
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Applying Contingency Leadership
• Leaders must pay close attention to subordinates’
needs.
• Leaders must treat everyone equitably.
• Leaders must be adaptive in their behavior.
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Team Building
• Develop the team with an end in mind.
• There should be ample and early planning.
• The team should have a facilitator who is familiar with
teams and the problem at hand.
• Manage the facilitator.
• Ensure the team spends time on the goals and social
bonding.
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Ways to Keep Teams Focused
• Managers can introduce competition.
• Managers increase “interpersonal attraction.”
• Managers can increase the level of interaction within a
group.
• Managers “establish common goals and clearly
understood and defined roles” for the team and its
members.
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Transformational and Transactional
Leadership
• Transactional leadership
– Leaders broaden and elevate their followers’ interests.
– Leaders generate awareness and acceptance of the group’s purpose
and mission.
– Leaders stir their followers to look beyond their self-interests.
• Transformational leadership
– Police executive attempts to broaden the interests and horizons of
subordinates and move the organization in a new direction.
– Key component is charisma.
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Qualities of Transformational Leaders
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Vision
Charisma
Symbolism
Empowerment
Intellectual stimulation
Integrity
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Four Styles of Police Leadership
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Administrator
Top cop
Politician
Statesman
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Police Chief Tenure
• Most chiefs serve short periods of time.
• The police cannot adequately satisfy all the groups that
vie for police attention and services.
• The police chief often faces attack from a number of
directions.
• Most police chiefs basically are in a no-win situation.
© 2011 Delmar, Cengage Learning