Transformational Leadership and Its Relevancy or Immateriality for the Milwaukee Police Department - Coursework Example

An analysis of transformational leadership and its relevancy or immateriality for the Milwaukee Police Department – United s BY YOU YOUR SCHOOL INFO HERE DATE HERE Introduction Leadership is defined as being a type of social influence and persuasion by which a leader enlists the achievement of support and loyalty of other organisational members in the pursuit of achieving common goals and objectives (Dasborough 2006). Leadership seems to differ from traditional management in which the expectations of a manager are to conduct appropriate planning methodologies, establish controls to ensure organisational performance, and organise the business to best achieve its financial and performance-related goals. Leadership transcends the utilisation of quantitative metrics as tools for structuring a business’ value chain components and ensuring proper allocation of resources. Instead, a true leader is one that is able to foster motivation with employees and colleagues, creates a legitimate dedication to the organisation and achievement of its goals, and is capable of gaining legitimate desire to follow the direction and advices of the leader. In the contemporary organisation, the model of leadership known as transformational leadership has garnered considerable attention. This leadership model transcends the give and take model of leadership (transactional) in which rewards or chastisement are delivered for achieving or failing to achieve pre-determined performance outcomes or other targets. Transformational leadership, theoretically, takes into consideration the socio-psychological characteristics of the leader including personality, leading through behavioural and attitudinal examples, the moral and ethical stance of the individual, and even altruistic behaviours. Research has supported that transformational leaders are capable of producing positive outcomes including greater employee commitment and effort and improved job satisfaction (Nguni, Sleegers and Denessen 2006). This project explores the theory of transformational leadership, using a deductive research approach, to determine whether the transformational model is a viable and effective leadership ideology for the contemporary organisation. Deductive research is founded on the principle of data collection which seeks to confirm or refute an existing hypothesis. As transformational leadership theory is not widely criticised for its effectiveness as a legitimate and productive leadership ideology, this research explores the premise that transformational leadership is highly effective in producing valuable and effective organisational outcomes (Ackfeldt and Leonard 2005). To test this hypothesis, a review of literature on the model is conducted with discussion of its potential relevancy (or irrelevancy) to a real-world policing organisation, the Milwaukee, Wisconsin Police Department. Based on findings, the research project creates a personal development plan to fill any identified gaps in personal knowledge and competencies related to the student’s comprehension of the model and ability to apply the transformational model effectively. Literature review The transformational model of leadership asserts that the leader must exhibit characteristics of being visionary, inspirational and who creates productive lines of regular communications with employees in an effort to gain loyalty (Fairholm 2009). Yukl (2008) suggests that transformational leadership is an effective model for encouraging and nurturing organisational change, in which change resistance is minimised through the model’s theoretical effectiveness (Fairholm). Furthermore, Trottier, Van Wart and Wang (2008) hypothesise that transformational leadership’s ideologies and practices maintain the ability to change the beliefs and assumptions of employees which alters their behaviours positively to create organisational cohesion toward achieving collective organisational goals. However, how are the aforementioned positive outcomes theoretically achieved through transformational leadership? What elements of the model characterise such conjectural successes within an organisational context? Moss and Ritossa (2007) suggest that transformational leadership consists of four specific elements which include idealised influence, inspirational motivation, individualised attention and intellectual stimulation. Idealised influence is the level to which a transformational leader is able to achieve the employee perception of being an inspirational role model. Through role modelling and charismatic behaviours, the leader gains theoretical respect, trust and admiration (Moss and Ritossa). Inspirational motivation is described as the extent to which the transformational leader establishes a vision that is perceived as attractive, motivational and persuasive to employees. Individualised attention is asserted as the level to which a leader listens to the expectations and needs of individual employees and utilises strategies (such as mentoring or coaching) to assist the follower in growing their own personal competencies and solving personal challenges. Finally, intellectual stimulation is described as the ability of the transformational leader to be innovative and stimulate intellectualism with employees (Limsila and Ogunlana 2008). Hence, when considering all four theoretical stages of this model, it would appear that a transformational leader must transcend traditional management activity and exhibit empathy, cognitive superiority, act as a tutor and educator, assert a visionary agenda, and be generally magnetic in personality attributes to gain followership and build better organisational performance. Bennett (2009) further asserts that transformational leadership is so highly effective that its usage serves as a predictor for total subordinate satisfaction in regards to their perception of the leader. Gumusluoglu and Ilsev (2009) even believe that transformational leadership is a driver of more creative thinking and innovation within subordinates, tending to implicate that this leadership model can potentially inspire imagination within employees and motivate a different cognitive state where more thought is placed into the construction of individual ingenuity and resourcefulness. Literature tends to suggest that imagination and creativity are inherent traits of individuals which cannot necessarily be motivated through extrinsic stimulation, but only guided by an educator (Wong and Siu 2012). Hence, when examining the theoretical conceptions and benefits of transformational leadership, the effectiveness of this model would seem to be somewhat mystical in its ability to transcend the inherent traits of employees to stimulate attributes not necessarily innate to humans. If this is, indeed, the case, then transformational leadership would theoretically require more substantial examination and consideration as a viable leadership model for the contemporary organisation. Based on the lack of criticism against this model and the literature on the model which tends to paint a portrait of transformational leadership as highly valuable for the achievement of a plethora of organisational outcomes and alterations of human behaviour, a working hypothesis can be developed to test its viability: H1: The transformational leadership model is extremely valuable in changing human behaviour, cognition and attitudes, whilst positively altering intrinsic motivations, thus making it an incomparable model of leadership that surpasses other models that are routinely challenged for their viability and success levels. Having provided a generalised hypothesis through a thorough literature review on the transformational model, this research project explores its potential relevancy and success factors at the Milwaukee Police Department in the United States. Can the model, from a deductive approach, actually alter human behaviour, attitudes, cognitions and motivational levels of employees? Before addressing an effort to support or refute the established hypothesis, it is important to understand the dynamics of a typical policing agency. Many policing agencies are considered to be slow-to-change cultures. A study conducted by Mercadillo, Galindo and Barrios (2012), using interview instruments with a large sample of police officers, found that policing organisations were riddled with social conflict. Offered one participant in this broad study, “I thought it was a brotherhood where we stand together. (However) you see a lot of fights between officers (Mercadillo, et al., p.26). Additionally, a study conducted by Dharmasiri and Wickremasinghe (2006) using a sample of 100 different police officers, in disparate organisations, found that the vast majority of participants were most motivated by the receipt of monetary rewards over that of any other extrinsic or intrinsic motivational strategy. The study found substantial value placed on monetary rewards as a means of enhancing individual officer performance (Dharmasiri and Wickremasinghe). This emphasises that the transactional model, the achievement of rewards for meeting performance goals, might be more relevant to a policing organisation consisting of considerable resistance to change and social conflict. This is the rationale for why the Milwaukee Police Department was selected as an unbiased strategy to test the transformational leadership hypothesis. Literature tends to paint the portrait that transformational leadership is completely without complication and achieves substantial positive outcomes within many organisations in different sectors and with disparate business models. With a tremendous gap in research-supported criticism about the viability of this leadership model, it seemed rationale to test the theory in a policing culture that seems to regularly have problems with interpersonal relationships, in a change-resistant environment, and where motivations are inspired most effectively through financial reward. The transformational model, by its very design, defies the monetary incentive as an effective motivator and is theoretically alleged to build more social cohesion and be effective for implementing successful change with limited resistance. This made the Milwaukee Police Department a very interesting case study to determine whether the transformational model is, indeed, a rather mystical and attested model to achieve substantially-positive organisational outcomes in virtually any industry or sector. Application of the model to the policing organisation A previous study was conducted by three staff members of the Merseyside Police Department in the UK who visited the Milwaukee Police Department to collect data about what constitutes effective leadership at this organisation. Using a qualitative methodology consisting of interviews, focus groups and observations, the study followed police officers on their patrol beats, interviewed senior directors, chiefs and assistant chiefs, and conducted focus groups with community members with direct stakeholder involvement in policing activities (Fisher, Weir and Phillips 2014). The basic premise of the research was that there was a belief by the researchers that transformational leadership is over-stated and ineffective for addressing intrinsic motivations in the policing industry. The aim was to determine whether transformational leadership in policing organisations is over-privileged as opposed to another leadership model in assisting the research community and this industry for understanding what constitutes true and effective leadership ideology (Fisher, et al.). As the only legitimate criticism of transformational leadership that could be identified through extensive research, the Milwaukee Police Department was a rationale case study to test the general hypothesis that transformational leadership can be applied rather universally and with superior organisational outcomes. It has been asserted that transformational leadership is theoretically effective in motivating change and implementing these changes with minimal resistance (Fairholm 2009; Yukl 2008). The Milwaukee Police Department had recently undergone many different critical changes, including the introduction of a new police chief, Edward Flynn, who exerted that one of his primary ambitions as the new chief was to implement change regularly in his role as Chief (Fisher, et al.). In the department’s annual report from 2008, the word change was used 14 different times with an emphasis that change would be enacted through his command authority with a focus on improving empowerment for officers whilst also establishing an accountability system (Fisher, et al.). Fisher utilised a foundational element of being visionary as mandated by the theoretical transformational model (Fairholm), consistently reiterating this vision in order to gain officer commitment. This vision was to wage war on drugs by getting to the symptoms of what made drugs a problem in the Milwaukee community. By creating more close-knit relationships with communities in need of policing protection against this drug problem, the vision is for the department to find solutions to drugs without waging war on the community at large (Fisher, et al.). Through the course of conversations between the researchers and the Milwaukee policing staff, officers commented that through this dialogue with the new Chief, they understood his direction, expectations and what activities would and would not be tolerated. Offered one lieutenant in the force, “The emphasis on learning is great for citizens and cops. It is quite remarkable to see the positive impact of change on police officers and citizens” (Fisher, et al., p.21). Hence, this provides evidence that creating a vision and asserting its direction and expectations, as part of transformational leadership, is a viable strategy for gaining the foundation of commitment and followership. In the Chief’s discourse of this vision, he regularly asserted that he would support officers in this effort whilst also establishing a low tolerance for poor effort and performance toward achievement of this vision (Fisher, et al.). The theoretical value placed on transformational leadership in relation to inspirational motivation, therefore, seems to be a valid concept for gaining subordinate interest and value as iterated by Moss and Ritossa (2007). This new vision was a sweeping change from the previous vision of the organisation and served to gain an initial drive in officers toward embracing the vision and finding value in this perspective through continuous re-iteration of its relevancy and expectations. Hence, this particular element of transformational ideology, inspirational motivation, appears to be relevant in producing positive subordinate responses toward commitment of achieving the vision as iterated by the theoretical model. Additionally, the study of the Milwaukee Police Department describes observations of the Chief as he engaged subordinates in multiple ranks to describe recent events that had occurred over a 48 hour period related to the new vision. During the observational period, a meeting had been called with the Chief as the mediator, seven divisional captains, videoconferencing members from the regional fire department, and several senior police officers within the Milwaukee organisation. It was observed, when the Chief entered the meeting and took his place at the senior head of the conference table, that he was very direct in communications and austere in his attitude and stance (Fisher, et al.). As a result of this posturing, the observation team in the study noticed that the atmosphere of the room changed to fit the seriousness exhibited by the Chief and all team members adjusted their mannerisms to emulate the austerity of the leader (Fisher, et al.). Hence, charisma as an element of transformational leadership appears to be a viable conception for changing human behaviour, attitudes and gaining followership, as indicated by Moss and Ritossa (2007). Charisma is defined as personality traits that are magnetic and create allure to gain followership. In this case, the sternness of the Chief provided the foundation of changing human behaviours to emulate these charismatic actions of the leader. All banter between meeting participants that had been present prior to the Chief’s entry into the meeting ceased as a result of this austerity and it was observed that the Chief had managed to capture the intense attention of all meeting contributors (Fisher, et al.). In an organisational environment where there is often conflict and lack of cohesion between officers (Mercadillo, et al. 2012), the charismatic behaviours (inspirational influence) of the Chief created a type of unity in terms of attention-garnering which may not have been present in the organisation prior to his inauguration. Once, again, it would appear that the theoretical construct of transformational leadership in terms of charisma, founded on an inspirational vision, builds respect and trust in the leader as iterated by Moss and Ritossa (2007). Now, with a theoretical foundation of trust in the leader, a legitimate inspirational spirit about the new vision, the engagements between staff and the Chief Flynn took on an intellectual tone and intent. During the meeting’s briefings, the Chief illustrated that he was aware of recent issues regarding the new vision and asked questions to other meeting participants using the same austere approach as part of his meeting personality (Fisher, et al.). The Chief avoided jocularity and did not allow the conversation to deviate from the intention of the meeting as aligned with the vision (Fisher, et al.). The Chief made regular eye contact with those who were inquired upon which indicated respect for others, but did not succumb to social niceties nor did he indicated a desire to build interpersonal relationships, as observed by the research team in the study. Avoiding social discussion and niceties did not appear to bother the Chief’s subordinates who were cited as having high praise for the Chief (Fisher, et al.). This seems to refute the concept of transformational leadership, this being individualized attention, as being a method to necessarily gain followership and commitment. The aspect of the model of individualised attention suggests a coaching and mentoring activity that seeks an empathetic stance toward understanding the needs of employees (Moss and Ritossa). Coaching and mentoring, by its very definition, suggest a type of intimate informality and a focus on building interpersonal partnerships with others. The research team at the Milwaukee Police Department spoke further with low-ranked officers and community members who also spoke very highly about the new Chief (Fisher, et al.), even though he did not illustrate strong individualised attention characteristics. However, this deviation cannot necessarily refute the validity of the transformational leadership hypothesis generated through this research project. As it was noted by the researchers at the Milwaukee organisation that prior to the new Chief’s official appointment, he had met with officers individually to determine what specific changes the subordinates would prefer to have enacted (Fisher, et al.). The most relevant changes proposed were weapons, uniform complaints and vehicle relevancy for patrols. After these consultations at the individual level, the new Chief systematically removed uniform restrictions, replaced officer sidearms, and repainted the officer’s cars to make them more distinguishable (Fisher, et al.). The Chief made a transparent and concerted effort to attempt to satisfy employees using altruistic behaviours, opening lines of communication (Fairholm 2009), and providing opportunities for empowerment. The Chief even made an effort to visit office support staff and discuss their views of the organisation and policing which impressed one rank and file staff member that the new leader had even made an effort to introduce himself and engage the worker (Fisher, et al., p.22). This, again, asserts that the dynamic of the transformational model associated with individualised attention seems to foster more positive favourability toward the leader and more commitment toward embracing his vision. During the study of the Milwaukee Police Department, officers had been dissatisfied with the previous Chief who they believed maintained high power distance and was very rigid in his thinking. Through focus groups, it was clear to the researchers that officers now loved their roles in the organisation with a generalised subordinate sentiment that the Chief had “taken us to a new place” (Fisher, et al. p.22). Not only was the Chief gaining respect through intellectual stimulation, charisma, individualised attention, and inspirational motivation, he was gaining loyalty and enthusiasm toward the vision with the majority of officers stating that they could not wait to better engage with the community and come on duty as part of a new organisational team (Fisher, et al. p.22). The Milwaukee Police Department study, however, did not provide any evidence supporting the theoretical position that creativity and ingenuity construction in subordinate followers could be manifest through transformational ideologies, as asserted by Gumusluoglu and Ilsev (2009). The qualitative study seemed to assert that most creative solutions and innovation were being directly coordinated by the Chief himself and his transformational behaviours did not correlate with more creative outcomes in relation to subordinate cognitions. From a rational perspective and founded on this researcher’s experience in the professional environment, the notion that transformational leadership might be almost mystical in its ability to change inherent/intrinsic creativity was not logical or coherent when considering theory asserting that these aspects cannot be learned (Wong and Sui 2012). Whilst the case study with the Milwaukee Police Department does indeed support that the majority of elements of the transformational model are viable and effective strategies for positive human behaviour changes, attitudinal changes, and motivational improvements, creativity and ingenuity enhancement as an outcome of transformational ideology cannot be supported in any judicious fashion. With the idea that the policing industry is slow to change and where conflict between officers is commonplace, the Milwaukee Chief’s strategies for transformational leadership indicate that the model might very well have significant outcomes that supersede other leadership ideologies and models. Many leadership models are widely criticised for their potential effectiveness and, as aforementioned in this study, it appeared that the widespread acceptance of transformational leadership justified that it is a superior leadership model. The case study of the Milwaukee Police Department, in virtually all respects, validates the hypothesis generated in this study which was founded on grounded theory regarding the model’s viability and success potential. It would appear, based on the Milwaukee Police Department study, that the transformational model does, indeed, maintain the potential to radically change human behaviour, improve total employee satisfaction, build a commitment toward a vision and the leader, promote employee loyalty, and serve as a predictor of followers willing to emulate leader behaviours through role modelled leader behaviours. A personal development plan A critical and honest self-evaluation of my own leadership capabilities and beliefs can be compared to the transformational model in an effort to build a personal self-improvement plan. This study’s deductive approach toward validating or refuting the transformational leadership hypothesis firmly proved the viability and relevancy of this model as an effective tool for improved organisational performance, less the theoretical notion that the model could create intrinsic creativity as an outcome of its utilisation. I have a very high level of self-efficacy, belief in my own independent capabilities to achieve goals without reliance on others to assist in these efforts. Throughout my personal history, professional and academic experiences, I have found that I am more productive and motivating when working independently and tend to dismiss the advice and opinion of others, instead seeking my own unique problem-solving strategies when faced with challenges. Whilst certainly not an introvert, as I believe my social skills are sufficient, team functioning has always been a de-motivator. In the now-proven theory of transformational leadership being a superior leadership model, my autocratic tendencies and desire to maintain control might be at odds with achieving true organisational performance outcomes if utilised. The transformational model has proven itself a viable leadership ideology even in an environment where conflict and change resistance are common. Therefore, I need to re-examine the effectiveness of wanting to maintain more managerial-based controls in an environment where team-working will be a mandate and expectation for true organisational performance outcomes. Now that the hypothesis about the relevancy of the transformational model has been confirmed, it mandates that a leader consider providing individualised attention and opening lines of communication between leader and subordinate. In the case of the Milwaukee Police Department, a viable concept of leadership for improving organisational outcomes involved asking for opinions about change from subordinates and then implementing these suggestions in a transparent manner that is satisfactory to employees. As a development practice, I will need to examine being more flexible about the opinion and suggestions of others and focus more on a team-based methodology to gain followership, respect and trust. As a result, I have determined that to become a more effective leader, I will begin practicing these talents in study sessions with other students when preparing to work on a special project or for exam preparation. Rather than working autonomously as I have always preferred, I will begin consulting study team members about their insight into how the project can be made better and then implement these decisions, even when I disagree with them to some degree. I believe this will give me experience in being more cooperative and empathetic toward others which is a major conception of the transformational model. Since I cannot refute the validity of the transformational model and its underpinning theoretical relevancy, these are skills necessary that make me accustomed to being more receptive to the ideas of others and removing some degree of self-dependency that is necessary to facilitate a true team environment. Additionally, the transformational model indicates a need for charisma, as part of idealised influence. The model also asserts that maintaining role model behaviours are necessary to gain trust and followership. I am not necessarily a charismatic individual, maintaining charm and magnetic personality traits to gain the captivation of others. Whilst I am not dull and monotonous in terms of my projected personality, I have never been an enchanting individual as I believe these are traits that are inherent and not learned through experimentation. Because the now-proven theory of transformational leadership has been validated, I must consider how to improve my charismatic appeal to gain commitment, followership and trust as a future leader. The Milwaukee police Chief did not use mesmerising and hypnotic social behaviours to get others to role model his behaviours, but stayed consistent with a singular stance (in that case austerity) which had positive outcomes. For development, I will explore the concept of emotional intelligence which is the ability of an individual to regulate their emotions and be more consistent in self-regulation. The Milwaukee study found that the leader never deviated from a singular personality projection and posture and this had substantial positive outcomes related to trust and respect. I will see strategies related to theories of emotional intelligence in an effort to curb my sometimes polarized aspects of personality that are different from one situation or challenge to another. For example, when frustrated, I am more anxious and, when content, more relaxed and social when engaging others. Through emotional intelligence strategy learning and then applying these validated strategies, I can better establish a singular stance when engaging others in a future organisation which will likely provide more respect and willingness to emulate these actions much like that of the Milwaukee Police Department. It is doubtful that a polarized set of different personality traits will meet with the type of respect that the charismatic leader at the police department received. Furthermore, the transformational model and all of its proven components illustrate that change can be enacted more efficiently and without resistance when used in conjunction with one another. I am not inflexible, but am slow to change also at the personal level, trusting in my own strategies and convictions regarding certain situations (i.e. academic strategies and professional strategies). As a future transformational leader, I will be required to enact change in the organisation, whether this is new technologies, processes and procedures. The problem, however, in critical assessment, will be that I will tend to cling to established processes that I have found are workable and produce results. I will have senior managers that will have policies and new change practices mandated that I will not necessarily agree with and it will be my ultimate responsibility to ensure they are implemented and that people comply with these new mandates. Herein lays the development issue at the personal level. I will need to gain followership, commitment and even establish a new vision of the change to avoid resistance. As shown by this study’s research, the most viable way of doing this is through transformational ideology. To get others to change and get on-board with a new vision, I, myself, need to be less resistant to change. I will therefore begin examining literature and inspirational case studies of entrepreneurs to discover what specific strategies underpin a more flexible mindset. By looking at success case studies of entrepreneurs that have enacted change successfully and how these individuals have overcome inflexibility, it will help me to create a foundation of change adoption that will be absolutely critical to build a mission and expect others to be committed. My efforts in future change situations at an organisation will not be persuasive and motivational if I, myself, exhibit behaviours of resistance. I have decided that it would be beneficial for me to start making small-scale changes in my personal life to grow accustomed to operating within a change environment. For example, I will explore making acquaintances with people I would not normally pursue such as those with different lifestyles and values. Through these experiments, I will become more tolerant of differing opinions in an effort to build strong interpersonal relationships. Through conflict that might arise as a result of these differences, I will gain perspective on how employees are likely to respond when they disagree with change practices. This will make me, theoretically, more empathetic and prepared to be a coach for others, open more effective lines of debate, and more considerate of the needs of others. As a person that must develop a vision to be a true transformational leader, the vision must be persuasive and aligned with some of the beliefs and values of subordinates charged with change compliance. I believe that by diversifying social elements in my life, and exploring strategies for flexibility toward change, I can be a more inspirational leader that shows legitimacy in attitudes about change to encourage others to role model these behaviours. Conclusion This researcher, prior to carrying out the analysis of the Milwaukee Police Department, was sceptical about the superiority of the transformational model and its somewhat mystical attributes that were being asserted as viable leadership strategies. The model was regularly asserted as being the most successful leadership strategy and there was virtually zero criticism of its universal benefits in multiple organisations and industries to achieve better organisational outcomes. It was not until the Milwaukee Police Department study that I found open criticism of the model which made for an interesting case study to explore the potential viability of the model. However, through the outcomes achieved at a real-world, contemporary organisation that were aligned with the theoretical, the viability of the model has been demonstrated. This study concludes that the transformational model is, indeed, a superior model that is capable of changing behaviours, attitudes, and motivations when all dynamics of the model are used congruently. The model inspires others to realise a vision, builds trust in the leader, better satisfies employees, motivates performance, and creates a desire within employee populations to emulate behaviours of the leader when the foundation of conviction has been established. No aspects of this model are largely refutable as a result of the examination and evaluation of the Milwaukee Police Department study, lest the model’s ability to create new creativity and ingenuity. Future studies focusing on only the criteria for measurement of creativity and imagination which explore these dynamic outcomes could shed light on whether there is any validity or relevancy of imagination and creative thinking as a potential outcome of using the transformational model. This study moves toward refuting these potential results of the transformational ideology whilst supporting all others identified in this study’s research review. References Ackfeldt, A. and Leonard, V. (2005). A study of organizational citizenship behaviours in a retail setting, Journal of Business Research, 58, pp.151-159. Bennett, T. (2009). The relationship between the subordinate’s perception of the leadership style of IT managers and the subordinate’s perceptions of manager’s ability to inspire extra effort, to be effective and to enhance satisfaction with management, Proceedings of the Academy of Strategic Management, 8(1). Dasborough, M.T. (2006). Cognitive asymmetry in employee abnormal reactions to leadership behaviours, The Leadership Quarterly, 17(2), pp.163-178. Dharmasiri, A. and Wickremasinghe, S. (2006). The effectiveness of monetary rewards in motivating police officers, Sri Lankan Journal of Management, 11(1/2), pp.21-36. Fairholm, M. (2009). 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