- Discuss Fiedler’s original Model of Leadership and then compare this with his later development of Cognitive Resource Theory.
Originally, Fiedler proposed a contingency model of leadership, postulating that leadership success depends on the individual leadership traits and the leadership situational context. In other words, the scholar has stated that a stressful situation requires for more experience, as the individual characteristic of the leader to prevail the more intelligence feature. On the contrary, in less stressful situations, the exact opposite is at hand, as this situation favors the more intelligent leaders and it requires less the abilities of more experienced leaders (Miner, 2002).
Fiedler’s contingency theory also states that the leadership style is a result of the basic working style that each individual adopts. After implementing a research based on a questionnaire meant to identify what qualities determine the least preferred co – worker (LPC), the researcher has found that there were two types of people: those who associated the LPC with positive features (reaching a high LPC) and those who assigned the LPC with negative adjectives (scoring a low LPC). The ones who reached a high LPC were labeled in the relationship oriented group, while the ones who achieved a low LPC score were labeled as task oriented (Roodt, Odendaal & Robbins, 2009). In an organizational context, these results translate thru a high orientation towards directives and procedures for the task oriented and a non – directive approach for the group ho reached a high LPC (Sadler, 2003).
Comparing Fiedlre’s contingency theory with his and Joe Garcia’s later cognitive resource theory, in the second theory, the accent is set on the intelligence and experience, as leadership traits best fitted to react to stressful situation. The cognitive resource theory states that regarding the experience, solely relevant experience in a given activity sector should be used for reaching high score performances. As for the intelligence, there should be applied special abilities rather than general intelligence (Miner, 2002).
- What type of leader characteristic (more intelligent vs. more experienced) is most suited for high-stress incidents? What type of leader (more intelligent vs. more experienced) is best suited for low-stress, planned incidents?
According to both contingency model and the cognitive resource theory, in stressful situation there are required leaders with more experienced characteristic for achieving a performance. Considering an intervention in a kidnapping case, intelligence is required, however, it is experience that is most required in police interventions and this is why the policemen that have previously worked in similar cases are searched for, because based on their relevant experience, they have greater chances in solving the case. In the less stressful situations, the more intelligent leadership characteristic prevails.
Police work implies both characteristics and there are managers and leaders who apply better either more intelligent either more experienced characteristic. As such, criminal intelligence officers are more likely to use the more intelligent characteristic of leadership in their jobs, whereas crime the experience is a leadership attribute of senior officers (Ratcliffe, 2007).
- Next, in your own words, define, discuss, and provide a scenario in a criminal justice organization of Transactional Leadership, Transformational Leadership, and Visionary Leadership.
Transactional leadership set the scene for a negotiation process between the leaders and the followers. Based on what the performance level that leaders want to obtain, they are providing their followers what they need, in order to help leaders reach their targets. Transactional leaders respond to performances with rewards, so they must understand clearly what their followers desire. On the other hand, transactional leaders also apply active management by exception, meaning that the employees who do not perform their jobs well and fail to meet the targets will be punished (Campbel & Kodz, 2011).
Transformational leadership refers to the ability to determine people to achieve more than expected. This implies a strong motivational power, which develops the self – confidence of the followers and it requires charisma and intellectual strength, plus a consistent consideration to the followers’ needs and their potential. They seek to inspire, to set themselves as role models for their followers (Campbel & Kodz, 2011).
Having a high ability to forecast and predict, visionary leadership must provide an efficient working environment, maintaining a good working rhythm, at the rapid pace that the businesses follow. For achieving these, they use a low level of supervision, transmitting the decision – making skills to the followers, empowering and motivating them in the same time. The visionary leaders organize the human effort for reaching their goals (“Elements of Visionary Leadership”).
Giving the following situation: the investigation of the involvement of a respectful CEO of a multinational company in a rape case, there are various ways to react on this situation, depending on the leadership style adopted by the leader.
The transactional leader promises his team a paid vacation to the nearest mountain resort or a salary bonus on the following pay check if the team involved in the action brings good results that would help to solve the case. On the contrary, the transactional leader also advises his team to properly do their jobs, guiding by procedures, gut and intelligence, transmitting the idea that otherwise there will be consequences that the team will have to handle.
The transformational leader gathers his/her team and motivates them, by telling them a story that reflects the power of example and his/her leadership qualities that were visible in the given action that the transactional leader served as an example. The transactional leader will influence the team to be eager to find their own leadership qualities, being driven by their own leader’s passion and persuasive power to do a great job, better than the one expected, and to work hard, regardless of their working schedule, being totally devoted to the case.
Motivation is the key factor for the visionary leader also. This person will empower his team with decision – making ability, letting them know that they have the needed intelligence and experience to take the necessary actions to solve the case. Like this, the employees are motivated because their leader transferred them the power to action and allowed them to be pro – active and they will aim to demonstrate that they deserve this appreciation. The visionary leader will follow the process of investigating the case, analyzing the milestones and giving brief, but clear coordinates regarding what the team should further do.
References
Campbel, I. & Kods, J. (2011) What makes great police leadership? National Policing Improvement Agency.
Elements of Visionary Leadership (n.d.) Motivation – Tools. Retrieved from http://www.motivation-tools.com/workplace/visionary_leadership.htm.
Ratcliffe, J., H. (2007) Management for law enforcement leaders. Police Foundation: Washington, DC.
Roodt, G., Odendaal, A. & Robbins, S., P. (2009) Organisational behavior in Southern Africa. 2nd ed. Pearson Education, Inc.: Cape Town.
Sadler, P. (2003) Leadership. Kogan Limited Page: London.
