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Leadership styles embedded in the Turkish National Police
Aziz Ozmen,Hasan Arslan 아시아경찰학회 2006 아시아경찰학회 국제학술회의 Vol.2006 No.-
In recent years, organizations have gone through dramatic changes, including flatter and looser structures, downsizing, and horizontal approaches to information flow. On the one hand, these changes are due to rapid technological developments, global competition, and the changing nature of the workforce. On the other hand, these organizational transformations and innovations are triggered by interventions, such as total quality management and principle-based management. This new leadership formation has taken many forms in non-profit organizations, particularly in law enforcement agencies. Leadership is regarded as a critical factor in the initiation and implementation of the transformation in organizations. If leadership is to succeed in engendering a positive impact on individuals, teams, and organizations, traditional leadership paradigms, such as directive versus participative leadership, consideration versus initiating structure, autocratic versus democratic leadership, and task versus relations-oriented leadership, should be broadened (see for example, Avolio & Bass, 1998; Bass & Avolio, 1990; Conger, 1993; Ekvall & Arvonen, 1991, 1994; Puffer & McCarthy, 1996). With respect to the management of transformation processes in organizations, there is a strong need for leaders who are more change-centered. These leaders place value on the development of a clear vision and inspire followers to pursue the vision. In this way, they provide a strong motivational force for change in followers. These authors suggest that besides a participative leadership style, having a clear vision of the mission is most likely to foster innovation. Leaders who enhance followers’ confidence and skills to devise innovative responses, by being creative and taking risks can facilitate the changeover processes in organizations (Howell & Avolio, 1989). As a result of such processes, a new paradigm applied in the last two decade advocating “new leadership” theories, such as transformational and transactional leadership. As promoters of change, transformational leaders elicit performance beyond expectations by instilling pride, communicating personal respect, facilitating creative thinking, and providing inspiration (Bass, 1985; Bass & Avolio, 1993). The goal of this paper is to determine the underlying leadership structures in the Turkish National Police and, if so, by introducing transformational leadership and sticking to its foundation and tenets, to name these structures consistent with the changing roles of police managers and leaders. In this perspective, the paper argues what underlying structure exists among the thirty one variables by applying the Multifactor Leadership Questionnaire formed by Bass (Bass, 1985). A variety of research studies in the transformational literature review demonstrate that findings based on this questionnaire can identify the potential of leadership style in the Turkish National Police. Moreover, this study can be evaluated as a replication of another study, “Policing in Time of Transformation: An Examination of the Future of the Turkish Police,” conducted by this researcher in Spring and Summer, 2005. Almost the same results as those obtained in the former study demonstrate consistency and prove the reliability of data.
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