Leadership in policing plays a vital role in influencing performance and job satisfaction of subordinates, through modeling of positive leadership behaviors. The non-experimental quantitative correlational study attempted to identify a relationship between a leadership style and officer job satisfaction, theoretically guided by Burns (1978) and Bass’s (1985) Full-Range Leadership Model, and Locke’s (1969) Range of Affect Theory. The problem is the rising social phenomenon of law enforcement officers who are dissatisfied with the job because of negative behaviors displayed by leaders in policing. The ambiguity of which leadership style in policing would be most effective in predicting officer job satisfaction is what is driving the research. With over a hundred officers and only a handful of leaders within three Midwest police departments, 94 officers participated in the study. Applying a quantitative correlational design, implementing surveys, and analyzing the data with multiple regression, the researcher could identify the leadership style that best predicted officer job satisfaction. The findings revealed significant relationships between the general job satisfaction scores and the scores on the transformational leadership characteristics, with an emphasis on the significant contribution of idealized attributes (p = .001) and a nearly significant contribution of inspirational motivation (p = .054). However, the analysis failed to demonstrate any significant relationships between general job satisfaction and either transactional or Laissez-Faire leadership styles. As a practitioner in the criminal justice field, the process of inferencing and interpreting data, organizing ideas, and making intelligible arguments, may aid in drawing coherent conclusions to the study.
|Commitee:||Peoples, Marie, Williams, Roxanne M.|
|School:||University of Phoenix|
|Department:||School of Advanced Studies|
|School Location:||United States -- Arizona|
|Source:||DAI-A 82/1(E), Dissertation Abstracts International|
|Subjects:||Management, Law enforcement|
|Keywords:||Leadership, Leadership styles, Management, Policing, Tranformational, Transactional Laissez-Faire|
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