Start Reviewing And Responding To Your Class Postings 597845

Start Reviewing And Responding To The Postings Of Your Classmates As E

Start reviewing and responding to the postings of your classmates as early in the week as possible. Respond to at least two of your classmates' initial postings. Participate in the discussion by asking a question, providing a statement of clarification, providing a point of view with a rationale, challenging an aspect of the discussion, or indicating a relationship between two or more lines of reasoning in the discussion. Cite sources in your responses to other classmates. Complete your participation for this assignment by the end of the week.

Bay Harbor has a midsized police department of around 70 officers, including two captains, four lieutenants, and a number of sergeants. It is among the most well-known police departments in the state, mainly due to its progressive chief, Bill Murray. He is so popular that when he took early retirement three months ago, he successfully ran for the position of mayor. When Murray was chief, the department had a friendly and accessible image among the citizens. He encouraged informal interaction between department employees and the public, and he streamlined department procedures to cut down on bureaucracy and empower employees.

All officers, especially his favorite ones, enjoyed considerable professional latitude under him. Murray, in return, was assured of their loyalty and commitment to the team. The department appeared to be well run, with high levels of employee satisfaction, but it was only moderately successful in controlling crime. Murray's designated successor, Chief Tim Johnson, came from nearby Meadow Pines, where there was a much smaller department of only 13 officers. Yet, under him, Meadow Pines had the lowest crime rate ever.

He is known as a strong authority figure in Meadow Pines. He reinforces that image by involving himself in every departmental decision and implementing rules with an iron hand. He monitors his officers closely, and they have to seek his clearance for almost all actions, except those that arise in an emergency. Like Murray, Johnson drove considerable policy changes as the chief of Meadow Pines; however, he rarely requested any employee feedback on the revisions. Generally, these policy changes were designed to increase supervisory control and formalize the department's procedural guidelines.

This resulted in a more bureaucratic structure. Although Johnson does not appear to be as popular as Murray was, he is respected by his subordinates and by the public for lowering his community's crime rate. Many members of the hiring committee believe that Chief Johnson's stern nature will make Bay Harbor more efficient. Other members disagree and feel that his style of functioning might not work in a larger department. They also fear that citizen satisfaction with the department will decrease and that some of the more experienced officers may leave the Bay Harbor department because they do not like Johnson's leadership style.

Can the leader-member exchange (LMX) theory be used to describe the relationship that Murray and Johnson shared with their subordinates? Why or why not? What are the potential benefits and pitfalls of hiring someone with Chief Johnson's style for the position at Bay Harbor? Why? What could be reasons for Chief Johnson's lack of delegation? Which approach should he use to delegate and empower officers at Bay Harbor? Is participative leadership more effective depending on the size of the department? Why? How does Murray's delegation and empowerment of his subordinates benefit a police department? What principles of dyadic relationships should Johnson use for correcting performance deficiencies at Bay Harbor? Why? Cite any sources using APA format on a separate page. Let’s learn how to cite sources using APA guidelines .

Paper For Above instruction

The leader-member exchange (LMX) theory offers a valuable framework for understanding the relationships between police leaders and their subordinates, especially when comparing the leadership styles of Chiefs Murray and Johnson in the context of Bay Harbor’s police department. This theory posits that leaders develop different quality relationships with their followers, which can range from high-quality exchanges characterized by trust, mutual respect, and obligation, to low-quality exchanges marked by formal, transactional interactions (Graen & Uhl-Bien, 1995). Applying LMX theory, Murray’s leadership likely fostered high-quality relationships with his officers through informal interactions, empowerment, and trust, leading to increased job satisfaction and organizational commitment. Conversely, Johnson’s more authoritative, bureaucratic style probably resulted in lower-quality exchanges rooted in formal control and limited participation, which might diminish trust and engagement among rank-and-file officers.

The potential benefits of hiring a leader with Johnson’s style at Bay Harbor include increased operational control, enhanced discipline, and possibly lower crime rates, as seen in Meadow Pines. An authoritarian approach can lead to clear expectations and swift decision-making, which might be advantageous in a larger department where consistency and control are paramount (Wright & Locke, 2018). However, pitfalls include diminished morale, reduced innovation, and higher turnover, particularly among experienced officers who value autonomy. For a larger department like Bay Harbor, where community relations are still vital, an overly rigid and controlled leadership style risks alienating officers and citizens alike, thereby impacting long-term effectiveness and public trust.

Chief Johnson’s reluctance to delegate may stem from a desire to maintain control, a fear of losing authority, or previous success in a smaller department that fostered a more centralized decision-making process. This lack of delegation can hinder staff development and limit the empowerment necessary for a resilient, adaptable organization (Kellough & Lester, 2021). To effectively delegate and empower officers, Johnson should adopt a participative leadership approach, encouraging officers’ input in decision-making processes and fostering a collaborative environment that builds trust and commitment (Northouse, 2018). Such an approach aligns with the principles of transformational leadership, which promotes motivation, innovation, and organizational commitment—especially critical in policing where community engagement and adaptability are essential (Bass & Avolio, 1994).

Regarding the size of the department, participative leadership tends to be more effective in smaller or medium-sized agencies where communication channels are more accessible, and relationships are more personal (Yukl, 2013). In larger departments, a balance must be struck to ensure control while fostering inclusion. Murray’s delegation and empowerment practices benefited his department by fostering a positive organizational climate, increased job satisfaction, and higher commitment levels. These practices also enhanced problem-solving capacity and adaptability, which are vital for policing effectiveness (Lester & Kellough, 2018).

For correcting performance deficiencies, Johnson should employ principles of dyadic relationships rooted in trust, clear communication, and mutual respect. Constructive feedback should be focused on specific behaviors, linked to organizational goals, and delivered in a manner that encourages learning rather than demoralization. Implementing coaching and mentoring strategies, rather than punitive measures alone, can improve performance and foster professional development (Baker, 2020). Such relational principles are essential in maintaining morale and promoting continuous improvement, especially in a complex organization like a police department.

References

• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• Baker, W. (2020). Police supervision: Principles and practices. Routledge.
• Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership. Leadership Quarterly, 6(1), 219-247.
• Kellough, G., & Lester, J. (2021). Police supervision: Coaching, counseling, and discipline. Routledge.
• Lester, J., & Kellough, G. (2018). Organizational behavior in policing. Looseleaf Publishing.
• Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). Sage Publications.
• Wright, B. E., & Locke, J. (2018). Police leadership in the twenty-first century. Routledge.
• Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.