The Compare and contrast at least three of the leadership styles described in Chapter Seven of the text. How does the differentiation of style impact the effectiveness of the overall organization? At what level does the leadership style have the greatest impact on productivity? Why?
In chapter seven of the text, Swanson, Territo, and Taylor (2012), extensively discuss leadership. Whether leaders are born, made, or more likely a varying combination of the two, it is apparent that leaders possess certain qualities, behaviors, and leadership styles that define them as a leader. Leadership style theories abound, but most of the theories contain commonalities in regard to the traits of a “good” leader as well as those of a “bad” leader. To put this in perspective, it will help to compare and contrast some of the specific leadership styles. (Swanson)
Anthony Downs points out four different types of leadership as seen in a bureaucratic structure. Two of these are the “climber” and the “advocate”. The climber is motivated by gaining power, and even though they often accomplish goals for their agency, it usually comes at the expense of the unit or division. The climber would make a change in policy that causes his members to do more with less, and could very likely end up lowering morale. (Swanson)
Another leadership style is the advocate; this leader tends to focus more on the promoting the needs of his/her unit, fairness within the unit, and innovation by them and their subordinates. The aforementioned often comes at the expense of his/her unit’s relationship to the politicians, superiors, or community, as long as they benefit their department. (Swanson)
Both the climber and the advocate are seen as radical and driven. On one hand the climber could end up accomplishing great things for their precinct, and if their department is behind their vision and loyal, morale may not drop. On the other hand the advocate could have a successful unit with high moral and smooth running department, but they may not be well received by higher level leadership, politicians, or the media, which could lead to a decline. (Swanson)
Swanson et al., explore another set of four leadership styles, called the “New Leadership” Theories: Servant, Spiritual, Ethical, and Authentic. In this segment, comparing and contrasting Servant Leadership (SL) and Ethical Leadership will give further insight into the various comportments of a leader. The SL is focused entirely on their people, ensuring their needs are met. The SL is in tune with their members/followers in every facet, Spears (2004) indentifies 10 characteristics of SLs: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, and sense community. Without going into detail, the extent of the passion the SL has for their people is quite clear in the list alone. The SL theory doesn’t really account for how they deal with a conflict between the needs of the organization and the needs of the people, which is unfortunately not uncommon. (Swanson)
“Ethical Leadership” is one of the other “New Leadership” styles. The leader that conforms to this mold sees themselves as role model for doing the right thing. The value of this leadership style is evident in that it encourages trust and objectivity, particularly in the law enforcement profession where ethics is key. Needless to say, there are advantages to both SL and Ethical Leadership styles, but one of the most important things to keep in mind when considering the value all these theories is balance, being inclined toward one leadership style or another is fine, beneficial even, but one must have a measured and pragmatic approach. (Swanson)
The impact of leadership style has the greatest impact on productivity at the low to mid- level manager. If the leader can: ethically influence, convey confidence in their people and the organization, recognize those deserving, promote innovation, and bottom line, effectively inspire their managers to do great things, the managers will in turn be motivated and be able to propagate to the other followers. (Swanson)
Swanson, C. R., Territo, L., & Taylor, R. W. (2012). Police administration: Structures, processes, and behavior (8th ed.). Upper Saddle, NJ: Pearson Education, Inc. needs to be responsed to 200 words references apa style thanks
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