This investigation compares three models of leadership style in police organizations by examining the Managerial Grid, the Reddin Three Dimensional (3D), and the Situational Leadership models in comparison with estimated measures of past managerial performance. All three of the cited managerial style models draw their basic structure from research conducted by Michigan and Ohio State Universities in the 1950's. The Ohio/Michigan State basic model deals with prescriptive reliance upon some combination of treatment of subordinates by superiors utilizing "task" or "structure" orientation (stemming from earlier notions of "scientific management") and "consideration" or "relationship" orientation (originating in the "human relations school"). Where the Managerial Grid model prescribes a single uniform managerial style, the 3D model implies that the most proper style would be grounded in expectations of subordinates, representated in large measure by occupational stereotypes. The Situational Leadership model prescribes that the most effective style varies, based upon a previous assessment of the maturity level of subordinate(s). / Although these prescriptive managerial style models call for differing behavior by managers toward subordinates for the achievement of effective managerial results, all three are widely used in the training of police managers in the United States. / This research draws inferences concerning possible recommendations for the future utilization of these models as prescriptive guides for leadership style in law enforcement as well as other occupations. These inferences are drawn from survey data involving nine municipal and county police departments where supervisory police managers were questioned concerning their personal leadership styles. The management style data was compared with estimated managerial effectiveness determined by ratings given the managers by their subordinates, superiors, and peers. This study of 211 police supervisors provides indications that police managers rated as more effective by their subordinates, peers, and superiors are those showing an inclination toward utilizing the Situational Leadership model as a disposition toward the treatment of subordinates. / Source: Dissertation Abstracts International, Volume: 47-07, Section: A, page: 2750. / Thesis (Ph.D.)--The Florida State University, 1986.
| Identifer | oai:union.ndltd.org:fsu.edu/oai:fsu.digital.flvc.org:fsu_75858 |
| Contributors | STANDING BEAR, ZUG GALAFACH., Florida State University |
| Source Sets | Florida State University |
| Detected Language | English |
| Type | Text |
| Format | 368 p. |
| Rights | On campus use only. |
| Relation | Dissertation Abstracts International |
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