NCJ Number
125361
Journal
Police Chief Volume: 57 Issue: 9 Dated: (September 1990) Pages: 22-24
Date Published
1990
Length
3 pages
Annotation
The 1980's saw the birth of a new management approach, transformational leadership, that acknowledges people as the organization's most important resource.
Abstract
There exists today an ever-increasing level of dissatisfaction among police officers across the country. This dissatisfaction is a result not of police work, but of insurmountable bureaucratic roadblocks. It stems from an environment that imposes unrealistic policies through a centralized transactional approach, serving to stifle creativity and initiative while rewarding strict adherence to the rules. By the very nature of their mission, police organizations must become dynamic, transformational institutions that empower employees through the principles of effective followership. The transformational leadership model empowers employees to take responsibilty by allowing them to define the parameters of their work; it replaces organizational control with self-control and dependence with autonomy. A model for effective followership, however, has been noticeably lacking. Employees cannot be expected to function effectively in a new system without a clear understanding of the new framework and commensurate performance expectations. The challenge for leadership is to help the employee redefine his or her role and accept responsibility for following in a dynamic, transformational environment. Terms such as participation, communication, decisionmaking, equity, control, and interdependence take on new meaning when applied within this new framework for effective followership. Ten principles of management are also identified which help to foster a sense of commitment among employees. It is commitment, rather than authority, that will yield results. 2 references.