Strategic Management and Its Importance in Abu Dhabi Police - Literature review Example

Conceptual Analysis and Literature Review

Table of Contents

Introduction3

Strategic Management and its importance in Abu Dhabi Police4

Leadership styles and the ones used in Abu Dhabi Police4

Changes in management6

Way in which leadership in Abu Dhabi influences change using theories7

Perception of employees in Abu Dhabi police organisations regarding leadership styles11

Role of management and leadership strategies of Abu Dhabi policing organisations in bringing organisational change13

Conclusion14

Reference List17

• Introduction

Strategic management improves organisational performance and is an important aspect in organisations. There was a dramatic transformation in the police departments of Abu Dhabi, which in turn demanded change in the management style (The Police Chief, 2006). According to Abbas and Asghar (2010), strategy and management can be transformed only through the application of leadership. The traditional method of autocratic leadership style is no longer suitable for the police department of Abu Dhabi (Al Ali, Garner and Magadley, 2011). Therefore, it is important to judge the applicability of different leadership styles for the police department of Abu Dhabi. It is significant to study the leadership theories implemented by the police departments in the past and analyse the changes required in the same for bringing transformation in the organisational culture.

In order to conduct the paper, the researcher will examine the concept and importance of strategic management, leadership and changes in management. These general notions and their application in the police departments of Abu Dhabi will be examined in the initial paper. After analysing it, the relation between leadership and changes in management will be discussed in general terms as well as from the perspective of Abu Dhabi police departments. Theories of both leadership and management such as Behavioural Approach, Contingency Theory, Emergent and Trait Theory will be examined in the later section of the paper.

• Strategic Management and its importance in Abu Dhabi Police

According to Kotter and Cohen (2014), strategic management is the function of administration department of an organisation to frame targets by taking into account the availability of key resources. As per the views of to Al Ali, Garner and Magadley (2011), in case of police departments operating in Abu Dhabi, the authoritative leader strategically plans the tasks.

Sun and Anderson (2012) stated that the significance of strategic management is evident from its financial and non-financial benefits. The financial benefit side of strategic management clearly defines the improvement in performance of corporations after implementing the planned tactics. Furthermore, De Hoogh and Den Hartog (2008) pointed out that the sales volume, revenue generation and return on assets are maximised through the implementation of formalised strategic management.

As per the views of Al Ali, Garner and Magadley (2011), in case of Abu Dhabi police department, the organisation operates in a public sector where the non-financial benefits are given greater importance. Apart from the financial advantages, De Hoogh and Den Hartog (2008) stated that strategic management in policing organisations usually leads to changes in behaviour of individuals. This in turn enhances the welfare of policing organisations.

• Leadership styles and the ones used in Abu Dhabi Police

According to Dinh, et al. (2014), leadership is the tool used by organisations to influence its followers. It is the role of the leaders to guide the followers in order to achieve an objective. As per the views of De Hoogh and Den Hartog (2008), there are different kinds of leadership, which refer to laissez-faire, autocratic, participative, transactional and transformational. In short, laissez-faire leadership involves the lack of supervision of followers, which is harmful for an organisation. Drescher and Garbers (2016) opined that the reason behind the negative impacts of this kind of leadership is the fact that the working tactics of employees are hardly supervised by the leader which in turn leads to lack of control. Therefore, the ultimate result is poor production of the organisation. However, as per the report of Abu Dhabi Police (2008), laissez-faire type of leadership was absent in Abu Dhabi policing organisations.

According to De Hoogh and Den Hartog (2008), in autocratic leadership, there is an interaction gap between the superior and the subordinate. The reason behind it is the lack of participation of the employees in the decision-making role of leaders. Poutvaara (2014) stated that the managers or the CEO (Chief Executive Officer) of the organisations undertakes the final decision regarding businesses. Although there is lack of motivation among the employees which is a negative point, the benefit of such a leadership is that the work efficiency is high. According to Alnuaimi (2013), in Abu Dhabi, the subordinates in policing institutions are faced with an autocratic leadership style. This has affected the satisfaction level of the followers, which means that they are demanding a change in the management style.

Alshehhi (2014) opined that participative leadership style which was absent in Abu Dhabi policing organisations allows the followers to partake in decision-making. Therefore, the benefit of the leadership style is that employees in an organisation are motivated largely. On the contrary, Braun, et al. (2013), pointed out that the transformational leadership style is similar to democratic process because there is much interaction between managers and employees. However, the transactional leadership style is harsh because for every small mistake, the workers are punished. Nonetheless, for improvement in performance, rewards are given. Alshehhi (2014) pointed out that in Abu Dhabi; there is a requirement of transformational leadership style for bringing changes in management.

Al Ali, Garner and Magadley (2011) pointed out that an analysis of the leadership practised in police department of almost all countries especially in Abu Dhabi highlights that autocratic form was implemented. This means that in the earlier times before the occurrence of organisational change, there was presence of a centralised control system. De Hoogh and Den Hartog (2008) stated that the autocratic leadership style along with the transactional way of managerial approach was predominant in the police departments and this was present in Abu Dhabi. As stated in the report of The Police Chief (2006), the same kind of practice prevented the followers to express their creative ideas and was highly criticised by them.

However, with the progress in time, the leadership styles require changes from authoritative to participative management style.

• Changes in management

According to Kotter and Cohen (2014), there are several advantages of change in management and one of it refers to keeping pace with the large alterations occurring in the surroundings. Therefore, for Abu Dhabi policing organisations, in order to thrive in the continuously changing environment, it is important to involve in managerial transformations. Moreover, it allows the organisation to become more competent and deal with future transformations in management. Pearson-Goff and Herrington (2013) pointed out that in case of police organisations like the ones operating in Abu Dhabi; organisational change is required because it will facilitate them to emerge efficiently.

Formerly, Drescher and Garbers (2016) stated that authoritarian style was utilised but the change to democratic style will allow the junior police workers to suggest better ideas to their superior, which will finally assist the whole team to solve crimes at a faster rate. Thus, from the discussion of solving crimes, it is evident that the success rate is affected positively by implementing a proper leadership style, which in turn influences changes in management. As per the views of Pearson-Goff and Herrington (2013), in case of Abu Dhabi police organisations, there have been huge transformations in technology and factors like globalisation initiated the changes in that location.

• Way in which leadership in Abu Dhabi influences change using theories

(How has leadership in the Abu Dhabi Police impacted on the process of implementing change?)

As per the opinion of Dinh, et al. (2014), organisational and managerial changes are the procedures where there is transformation in structure, operating methods, culture and strategies. Malby (2007) stated that the most effective element that transforms an organisation is leadership and this exactly happened in Abu Dhabi. It is through the leadership styles practised in Abu Dhabi policing organisations that the communication is influenced. For instance, Alnuaimi (2013) argued that the authoritative or bureaucratic leaders establish strict regulations, which they follow. In Abu Dhabi policing organisations, as stated in Ashridge Business School (2015), these kinds of leaders encourage the top-down management structure where there is an intermediary between the business head and lower profile employees. In case of Abu Dhabi for instance, the police organisations followed the mentioned kind of leadership style (Al Ali, Garner and Magadley, 2011). As per the views of Alshehhi (2014), the negative side to this kind of leadership in bringing change is that a gap is formed between the leaders and the followers. However, presently, the introduction of democratic style of leadership in police departments has transformed the communication system in organisations. Drescher and Garbers (2016) stated that the interaction gap between the head of police department and the subordinates in Abu Dhabi policing organisations has lowered which is a positive side. In this manner, the culture and structure of police-organisation has witnessed a transformation because of the leadership styles in Abu Dhabi.

According to Abbas and Asghar (2010), the operating methods of organisations are subject to changes with a transformation in leadership styles. In operating methodology, the inputs of employees have importance because it changes the working style. For instance, Jarvis, Petee and Huff-Corzine (2010) pointed out that police organisations in Abu Dhabi initially used authoritative leadership style and this de-motivated the subordinates to provide suggestions to their superiors, which is a negative point. However, Ghufli (2014) stated that with changing times, democratic leadership styles have evolved in Abu Dhabi police organisations. Pearson-Goff and Herrington (2013) pointed out that this method has improved the work process of the entire police department in Abu Dhabi because their subordinates provide important information required for solving cases to help the leaders. Nonetheless, it has been stated out in The Police Chief (2006) that problems have emerged in Abu Dhabi police organisations because the subordinates follow their own work processes.

Another way by which management and organisational changes occur is through goal setting. Sun and Anderson (2012) stated that in case of Abu Dhabi police organisations, transactional leadership styles are common and practised even in the present scenario. As per the views of Braun, et al. (2013), it means that the subordinate polices are punished when there is any kind of failure on their part. For instance, the inability of a subordinate to solve a case in a specified time leads to transfer of it to another police assistant. However, Braun, et al. (2013), opined that there is a requirement of practising transformational leadership style in Abu Dhabi policing organisations since it results in development of an individual goal, which in turn empowers the subordinates. The discussion clearly highlights that leadership style in Abu Dhabi policing institutions leads to changes in management and organisation through transformations in strategies.

There are different theories of leadership, which bring significant transformations in strategic management style and organisation. As per the opinion of Derue, et al. (2011), one of them relates to Behavioural Theory, which states the fact that successful leaders can be formed which goes against the Trait Theory. Derue, et al. (2011) stated that there are two further extensions of the Behavioural Theory, which is understood from Role and Managerial Grid Theory. For instance, the Role Theory influences change in organisation when followers send signals to their leaders regarding the function of a successful manager. This method has a tendency of bringing conflicts in the corporation because Schein (2010) stated that the views of the leaders and the followers regarding the role of a manager might differ. Therefore, ultimately, a transformation in the rules and regulations of the organisation occurs. As per the opinion of Alnuaimi (2013), in Abu Dhabi, since the policing institutions follow autocratic style of leadership, hence there was absence of Role Theory. The reason is that subordinates lacked the power to communicate with leaders regarding their conception of a perfect manager. Abu Dhabi Police (2008) pointed out in the reports that conflicts were common in Abu Dhabi policing organisations. This factor in turn influenced the process of implementing change.

According to Derue, et al. (2011), there is another theory of trait where it is assumed that individuals have the personality of a leader from the beginning. These are the ability to adapt to circumstances, ambitious, decisive, alert and cooperative. However, Alshehhi (2014) stated that these were applicable in the Abu Dhabi policing organisations of earlier times but in the later period, conflicts arose in those institutions. As per the opinion of Ghufli (2014), the Trait Theory was criticised in Abu Dhabi policing institutions because there was a firm belief that the constant changes in external environment have an impact on the characteristic of individuals and the same results in emergence of a leader. Thus, Jarvis, Petee and Huff-Corzine (2010) pointed out that organisational change was bound to occur in Abu Dhabi policing institutions through a transformation in the culture since the police employees started believing the fact that experiences build a leader.

As per the views of Poutvaara (2014), Contingency Theory is another traditional theoretical phrase, which was predominant in the police organisations of Abu Dhabi. The theory clearly highlights the fact that leadership is situational. However, this kind of a theory shows that organisational change has the capability of transforming a leader. The fact that leadership influences managerial changes is proved wrong in Abu Dhabi.

Rapp, et al. (2016), pointed out that the Emergent Theory clearly highlights the desirable characteristics of a leader. The mentioned characteristic features are openness and capable of producing innovative ideas. According to Lehmann-Willenbrock, et al., (2015), there are two divisions to the mentioned theory, which are transformational and transactional. Alshehhi (2014) opined that the former kind is more effective in Abu Dhabi policing organisations than the latter. Sun and Anderson (2012) pointed out the reason behind the statement by stating that transformational leadership leads to positive organisational change. As stated in the report of The Police Chief (2006), it motivates the subordinates to follow the activities of their leader in police departments of Abu Dhabi since there is communication among them. However, Sun, P.Y. and Anderson (2012) stated that transactional leadership style also has the capability of bringing changes in organisational and managerial system by adopting the system of giving punishments and rewards. The Emergent Theory is highly regarded in police departments of Abu Dhabi where there is occurrence of considerable changes.

• Perception of employees in Abu Dhabi police organisations regarding leadership styles

According to Jarvis, Petee and Huff-Corzine (2010), in Abu Dhabi, the police departments usually practise the traditional forms of leadership, which are authoritative and transactional in nature. As per the opinion of Alnuaimi (2013), it means that although the subordinates were given the opportunity to provide suggestions to their leaders, the head of the police department took the final decision. As stated in The Police Chief (2006), there was a presence of a hierarchical system of organisational and managerial structure where subordinates lacked the power to communicate directly with their leaders. Therefore, the perception of the employees in Abu Dhabi police organisation regarding the authoritative leadership style was negative. Rapp, et al. (2016) opined that the workers highly criticised the existing model because even though power sharing was allowed partially, the ultimate decision lay in the hands of the leader. On the other hand, the points in Ashridge Business School (2015) shows that it is a negative point from the perspective of the subordinates of Abu Dhabi policing organisations. According to Junker and van Dick (2014), the police subordinates perceive authoritative and transactional leadership style as harsh and rarely trusts it. Malby (2007) pointed out that the adoption of such a leadership style influenced a vast change in organisational culture. There were hardly any efforts given by the Abu Dhabi police subordinates in decision-making. Moreover, Schein (2010) stated that the superiors dictated their subordinates and this in turn de-motivated them. As given in The Police Chief (2006), for solving a case in Abu Dhabi, a long time was taken since the opinion of the subordinates was rarely considered. Presently, the same structure is practised but with a difference.

Currently, there is an urge among the Abu Dhabi police subordinates of working in departments to change the leadership style into a democratic one. Moreover, To, Herman and Ashkanasy (2015) pointed out that the police organisations in Abu Dhabi have also realised the fact that by adopting the participative and transformational leadership style, the management along with organisational structure can be transformed. As stated in Abu Dhabi Police (2008), by implementing the same, there is a possibility of changing the structure into a flatter one, which is a positive aspect. This will increase the interaction among the members of the police department of Abu Dhabi and reduce the crime rate in the same location. Additionally, Rogalin and Hirshfield (2013) stated that the system will become trustworthy and subordinates will be able to apply Emergent Theory successfully. On the contrary, Alshehhi (2014) argued that the participation of the subordinates in the decision-making would allow the leaders in police department to gain innovative ideas for solving a case. Al Shamsi (2015) opined that in the process, the leader would develop the features of an innovative idea provider. Consequently, Derue, et al. (2011), pointed out that the Behavioural Theory will be implemented and successful leaders will be formed. In this manner, organisational and managerial changes will take place, which is a perception of the employees working in police organisations of Abu Dhabi. On the other hand, there are negative aspects linked to democratic leadership. Ghufli (2014) stated that the existence of such a system would reduce the efficiency in the police departmental activities of Abu Dhabi.

• Role of management and leadership strategies of Abu Dhabi policing organisations in bringing organisational change

According to Kotter (2008), there are different management styles, which influence organisational change. These refer to directive, authoritative, affiliative, participative, pacesetting and coaching. Among the mentioned styles in management, Alnuaimi (2013) stated that the Abu Dhabi police department usually adopts directive and authoritative strategies. Schein (2010) pointed out that both the systems encourage the subordinates by providing feedbacks on their operations. Alshehhi (2014) argued that it created a stressful organisational culture, which are mostly criticised by subordinates as it forms a negative aspect. However, the affiliative management changes occur when a leader adopts participative style. In such a situation, Malby (2007) opined that the organisational culture becomes stable and there is hardly the occurrence of conflicts because the wellbeing of subordinates is given priority than their operations.

On the contrary, Junker and van Dick (2014) opined that the introduction of laissez-faire leadership style influences the organisational and management set-up by changing it into a pacesetting one. This means that the leader performs its tasks alone without taking the ideas of its subordinates. According to Ghufli (2014), in this kind of an organisational change, the strategy of the leaders is to perform the operations single-handedly in order to deliver perfect outcomes. However, Al Shamsi (2015) stated that this was hardly noticed in Abu Dhabi policing organisations, which is a positive aspect.

Rogalin and Hirshfield (2013) pointed out that the coaching strategy of management brings changes in the operations of corporations by transforming the leader into a developmental individual. Therefore, from the specified management strategy, Alshehhi (2014) pointed out that it is evident that the organisational culture improves because the subordinates are motivated to complete their tasks. As stated in Abu Dhabi Police (2008), this kind of strategy can be implemented in Abu Dhabi policing organisations for bringing rapid changes in management.

Schein (2010) stated that in case of the police department operating in Abu Dhabi, the directive and authoritative management style was common. This changed the organisational structure of the police department and reaped benefits only during crisis periods. However, Schriesheim (2015) pointed out that Abu Dhabi police subordinates lost their confidence in the system and this inefficiency guided the leaders in police departments to adopt affiliative and participative management strategy.

• Conclusion

A discussion on strategic management reveals the fact that in case of Abu Dhabi police departments, it is important to reap the non-financial benefits since it is a public sector institution. The application of strategic management in police organisations of Abu Dhabi will help the leaders to forecast the emerging issues for dealing with it through implementation of organisational change. However, for bringing transformation in the strategies and working practises of police departments, it is important to transform the leadership style practised since the past years.

An analysis of the leadership styles in Abu Dhabi, reveals the fact that authoritarian leadership system is practised. However, the disadvantages of such a system, which refer to de-motivation among the followers, clearly reflect the importance of changing it. An examination of the leadership theories highlight the fact that Contingent, Trait and Behavioural Theories were applied in police departments of Abu Dhabi. However, there needs to be transformation in the same through the application of Emergent Theory, which highlights the significance of creative leaders. Subordinates are able to recommend creative ideas only when the leader allows them to participate in decision-making. Therefore, from the discussion, the importance of participative leadership has emerged.

The perception of subordinates in the Abu Dhabi police organisations is that the prevailing hierarchical system of management is not suitable. The only way through which management system can be made flatter is through the application of participative leadership style that encourages the use of Emergent Theory. The specified leadership style allows the subordinates to influence the ultimate decisions of their leaders and thereby, brings innovation. In Abu Dhabi, increase in crime rates requires effective management, which is possible through the application of affiliative and participative leadership as well as management system. In this manner, organisational change can possibly be implemented.

In an attempt to analyse the practices of Abu Dhabi policing organisations, the next chapter of methodology will determine the correct approach to find out the opinion of subordinates regarding leadership styles.

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