Midsized Police Department of Around 70 Officers Paper
ANSWER
Can the leader-member exchange (LMX) idea be applied to explain the bond Murray and Johnson had with their subordinates? If not, why not?
Yes, albeit in various ways, the Leader-Member Exchange (LMX) hypothesis may be used to describe the interactions between Chief Murray and Chief Johnson and their subordinates.
Chief Murray: Murray enjoyed a strong LMX connection with his preferred officers. He empowered his staff, allowed them professional latitude, and promoted casual connections. This fostered a relationship of mutual respect, trust, loyalty, and dedication among those officers. However, the idea also implies that Murray might have acted less favorably toward others, resulting in an “in-group” and an “out-group” dynamic.
Chief Johnson: With a different emphasis, Johnson’s connection with his officers also falls into the LMX framework. He has a more rigid and hierarchical attitude that is more transactional. Officers must have his approval before taking on most activities, underscoring the importance of a controlled exchange relationship. This method may result in a more consistent law administration, which helped reduce crime in Meadow Pines.
What are the advantages and disadvantages of employing a Chief Johnson-type candidate for the position at Bay Harbor? Why?
Benefits:
Efficiency: Chief Johnson’s rigorous, authoritative style may increase operational efficiency by enforcing respect for protocols and norms.
Crime reduction: If Chief Johnson’s strategies effectively lowered crime in Meadow Pines, Bay Harbor might experience a similar impact.
Clarity: Making decisions and holding people accountable can be aided by clear rules and a hierarchical structure.
Pitfalls:
Staff Dissatisfaction: Lack of empowerment and autonomy in Johnson’s authoritative style may decrease staff morale and work content.
Issues with Retention: Johnson’s leadership style may cause experienced officers to depart, losing institutional expertise.
Johnson’s strategy may result in lower levels of civilian satisfaction because it restricts access to and positive contacts with the police.
What possible explanations could there be for Chief Johnson’s lack of delegation? Which strategy should he employ to empower and delegate officers at Bay Harbor?
Chief Johnson’s unwillingness to delegate may be due to his need for close supervision, confidence in his judgment, and emphasis on the consistent application of rules. Chief Johnson ought to think about using a more participative leadership style to delegate and empower officers at Bay Harbor:
Engage officers in decision-making and policy changes through participatory leadership. The police would have a sense of accountability and responsibility as a result.
Clear Communication: Help officers understand their jobs by communicating goals, expectations, and the thinking behind decisions clearly and concisely.
Training and Development: Invest in training to improve officers’ abilities and competencies to choose based on the rules.
Delegation should be introduced gradually to give officers time to adjust to their newfound responsibilities and power.
Does the size of the department affect whether participatory leadership is more effective? Why? What are the advantages to a police department of Murray’s delegation and empowering of his staff members?
Regardless of the department’s size, participatory leadership can be effective, but its results may vary depending on several criteria. Participatory leadership can be useful in larger organizations like Bay Harbor since it:
Encourages innovation and creativity by drawing on a variety of viewpoints.
Improves retention and performance by raising employee engagement and job satisfaction.
Enables the organization to make decisions more widely, which promotes problem-solving and agility.
The police department profited from Murray’s delegation and empowerment strategy by:
High morale: Officers had a sense of worth, empowerment, and trust, which boosted their motivation and job satisfaction.
Innovative Solutions: When officials are given the authority to make judgments based on their knowledge, complicated issues can be solved in novel ways.
Delegation improved the department’s ability to adapt to shifting circumstances and needs.
Strong Relationships: The department’s reputation of friendliness and accessibility helped to improve community connections by encouraging cooperation and trust.
What dyadic relationship theories might Johnson apply to improve Bay Harbor’s performance? Why?
Chief Johnson should use the following dyadic relationship principles to address performance issues:
Communicate the officers’ performance standards, expectations, and objectives. This offers a precise structure for development.
Feedback: Regularly offer helpful criticism. Feedback must be precise, usable, and geared toward improvement rather than reproach.
Individualized Approach: Tailor correctional tactics to the needs and assets of each officer. Recognize that different people may need various forms of help.
Create a supportive environment where officers feel comfortable discussing their problems and asking for advice. Encourage them as they work to get better.
Create development plans jointly with the officers, describing the processes for improvement, the resources required, and the checkpoints for progress.
By adhering to these guidelines, Chief Johnson can manage performance issues in a way that promotes development, upholds morale, and is consistent with his firm leadership style.
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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