NCJ Number
132815
Date Published
1992
Length
21 pages
Annotation
Little is currently known about the current status and effectiveness of police leadership and management, although police job satisfaction and the accomplishment of organizational goals may depend on the style of leadership and the extent to which the values, objectives, policies, and programs of management agree with the values and objectives of the police officers on the street.
Abstract
Likert; Blake and Mouton; House and Mitchell; Hersey and Blanchard; and Blanchard, Zigarmi, and Zigarmi have variously compared leadership styles with respect to whether they are participatory, authoritarian, directive, supportive, consultative, or some other style. Bureaucratic organizations generally have different leadership styles from participative organizations. In addition, 18 months of observational research in two New York City precincts from 1976 to 1978 led Reuss-Ianni to conclude that the organization of policing is best understood in terms of the interaction of two distinct cultures: a street-cop culture and a management-cop culture. These two cultures are increasingly characterized by competing and often conflicting perspectives on policy, procedure, and practice in policing. However, further research is needed regarding the characteristics of effective police leadership and management. 37 references