CJASGP

Administration and Management in Criminal Justice

Chapter 7 Outline

1. What is leadership?

a. Difficult to define; no consistent definition

b. Two parts to many definitions

i. Involves influencing members of a group

ii. Involves directing members’ efforts to the achievement of organizational goals

c. What do leaders do?

2. Explaining leadership

a. Trait approach

i. Traits/characteristics linked with effective leadership

ii. Traits/characteristics were primarily inborn

iii. Examples: honesty, integrity, motivation, people-skills

iv. Evidence is questionable—are traits linked with leadership behaviors?

b. Behavioral approach

i. Leadership behavior rather than leadership characteristics

ii. Ohio State University studies identified two different dimensions

1. Consideration

2. Initiating structure

iii. Research studies were not able to identify the best combination of the two dimensions.

c. Contingency theories/situational leadership

i. There is no one best style of leadership; it all depends

ii. Examples

1. Fielder’s contingency theory

a. Styles

i. Relationship oriented

ii. Task oriented

b. Style determined by least preferred coworker (LPC) scale

c. Contingency variables

i. Group atmosphere

ii. Task structure

iii. Position power

d. Operation

i. When all are favorable or unfavorable= task-oriented

ii. When contingencies are mixed = relationship-oriented

2. Hersey and Blanchard’s contingency theory

a. Leadership styles

i. Telling

ii. Selling

iii. Participating

iv. Delegating

b. Contingencies

i. Psychological readiness: willingness/eagerness to perform task

ii. Task readiness: ability to perform task

c. Leadership style must adapt to readiness of followers

3. Path-goal theory

a. Leadership behavior

i. Supportive

ii. Directive

iii. Participative

iv. Achievement-oriented

b. Contingencies

i. Personal characteristics of group members: skills, abilities, willingness

ii. Work environment: clarity of task; power

c. Operation depends on contingencies; for example, use a directive style when task is unclear. The goal is to allow workers to achieve goals

4. Vroom and Yetton’s model

a. Focuses on decision making and whether subordinates should be included in decision making to improve the process

b. A decision tree is used considering a variety of factors (e.g., time available) in order to determine level of subordinate involvement

d. Transactional leadership theory

i. Focuses on interaction between leader and follower

ii. Two interaction processes

1. Contingent reward leadership: manager helps subordinate reach goals by clarifying expectations, offering support, and providing structure

2. Management by exception: manager interacts with subordinates only when subordinate deviates from expectations (fail to adhere to standards)

e. Change leadership theories

i. Leaders can change an entire organization

ii. Examples

1. Charismatic leadership

a. Produce change by having personality characteristics that attract followers

b. Earn the trust and confidence of followers

2. Transformational leadership

a. Change the organization by motivating workers to achieve at higher levels

b. Process

i. Increase subordinates’ awareness of importance of task

ii. Increase subordinates’ awareness of their need for personal development

iii. Motivating subordinates to fulfill their goals and be a part of the organization’s success

c. Dimensions

i. Inspirational motivation

ii. Intellectual stimulation

iii. Idealized influence

iv. Individualized consideration

3. Leadership styles

a. Most famous is the managerial grid (Blake and Mouton)

b. Two dimensions

i. Concern for people

ii. Concern for results

c. Combinations

i. Contribute and commit

ii. Control and dominate

iii. Yield and comply

iv. Balance and compromise

v. Evade and elude

4. Leadership skills

a. The assumption is that these can be taught through training/education

b. Examples from the Competing Values Framework

i. Clan skills

ii. Adhocracy skills

iii. Hierarchy skills

iv. Market skills

c. Other skills

i. Technical skills

ii. Human resource management skills

iii. Conceptual skills

5. Criminal justice organizations

a. Current status: authoritarian dominates

b. Emerging research suggests worker preference for transformational or participative styles