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Midsized Police Department of Around 70 Officers Paper

Midsized Police Department of Around 70 Officers Paper

ANSWER

  1. 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?

Yes, the Leader-Member Exchange (LMX) theory can be used to describe the relationships that both Chief Murray and Chief Johnson had with their subordinates, although in different ways:

  • Chief Murray: Murray had a high-quality exchange (or in-group) relationship with some of his favorite officers who enjoyed considerable professional latitude and a sense of loyalty and commitment to the team. These officers likely had more access to resources, support, and feedback from Chief Murray. On the other hand, not all officers may have had the same level of exchange with him, as LMX theory suggests that leaders often have differentiated relationships with different followers.
  • Chief Johnson: Chief Johnson, on the other hand, appeared to have a more transactional leadership style, where he involved himself in every departmental decision, closely monitored officers, and required their clearance for most actions. This suggests a lower-quality exchange (or out-group) relationship with most officers, where the level of trust and support may not be as high.
  1. What are the potential benefits and pitfalls of hiring someone with Chief Johnson’s style for the position at Bay Harbor? Why?

Potential Benefits:

  • Increased Efficiency: Chief Johnson’s strict and centralized leadership style may lead to more streamlined operations and decision-making processes, potentially improving the department’s efficiency.
  • Crime Reduction: Johnson’s track record of lowering crime rates in Meadow Pines suggests that his approach may lead to improved crime control in Bay Harbor as well.
  • Clear Accountability: With Johnson’s close monitoring and clearance requirements, there may be clearer lines of accountability for officers’ actions.

Potential Pitfalls:

  • Decreased Officer Morale: Johnson’s strict and bureaucratic approach may lead to decreased officer morale, as they may feel micromanaged and restricted in their actions.
  • High Turnover: Experienced officers who were used to Murray’s more relaxed and empowering leadership style may leave the department due to dissatisfaction with Johnson’s approach.
  • Reduced Community Satisfaction: If Johnson’s leadership style results in officers being less accessible and less engaged with the community, citizen satisfaction with the department may decrease.
  1. What could be reasons for Chief Johnson’s lack of delegation? Which approach should he use to delegate and empower officers at Bay Harbor?

Chief Johnson’s lack of delegation could be attributed to several factors:

  • Control-Oriented: Johnson may have a strong desire for control and may not fully trust his officers to make decisions without his input.
  • Previous Success: His past success in reducing crime rates in Meadow Pines using a hands-on approach may lead him to believe that this style is the only effective one.
  • Fear of Mistakes: Johnson may be risk-averse and fear that officers’ actions without his oversight could lead to mistakes or misconduct.

To delegate and empower officers at Bay Harbor, Chief Johnson should consider adopting a more participative leadership approach. This would involve:

  • Involving Officers: Actively seeking input and involving officers in decision-making processes.
  • Providing Autonomy: Allowing officers more autonomy and discretion in their daily activities, within established guidelines.
  • Trust-Building: Building trust with officers through open communication and by demonstrating confidence in their abilities.
  • Coaching and Support: Providing coaching and support to help officers develop the skills and confidence needed to make decisions effectively.
  1. 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?

The effectiveness of participative leadership can be influenced by the size of the department, among other factors. Here’s how it may vary:

  • Size of Department: In smaller departments like Meadow Pines, where Chief Johnson had success, a more centralized leadership style with close oversight may be manageable due to the smaller number of officers. In larger departments like Bay Harbor, a more participative approach may be beneficial because it allows for distributed decision-making and leverages the expertise of a larger pool of officers.
  • Benefits of Murray’s Approach: Murray’s delegation and empowerment of his subordinates have several benefits for a police department, regardless of its size:
    • Increased Officer Morale: Empowered officers are likely to have higher morale and job satisfaction, which can lead to better performance and retention.
    • Innovation and Problem-Solving: When officers are encouraged to provide input and make decisions, it can lead to innovative solutions and more effective problem-solving.
    • Community Engagement: An accessible and friendly image, as promoted by Murray, can improve community relations and build trust between the police department and the citizens.
  1. What principles of dyadic relationships should Johnson use for correcting performance deficiencies at Bay Harbor? Why?

To correct performance deficiencies at Bay Harbor, Chief Johnson should consider the following principles of dyadic relationships:

  • Open Communication: Foster open and honest communication with individual officers to understand their challenges and reasons for underperformance. Listen actively and provide a safe space for officers to express their concerns.
  • Goal Setting: Collaboratively set clear and achievable performance goals with each officer. Ensure that both parties understand the expectations and timelines for improvement.
  • Feedback and Coaching: Provide regular feedback on performance, highlighting areas for improvement and offering constructive suggestions. Offer coaching and support to help officers develop the necessary skills and competencies.
  • Resource Allocation: Ensure that officers have access to the necessary resources, training, and tools needed to perform their duties effectively.
  • Recognition and Rewards: Recognize and reward improved performance and acknowledge officers’ efforts in addressing deficiencies. Positive reinforcement can motivate officers to excel.
  • Accountability: Hold officers accountable for their performance and provide consequences if necessary, but do so in a fair and consistent manner.

Using these principles can help Chief Johnson build stronger dyadic relationships with individual officers, address performance deficiencies, and work collaboratively toward improvement while maintaining a balance between control and empowerment.

Midsized Police Department of Around 70 Officers Paper

QUESTION

Description

 

 

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?
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