Posted: April 9th, 2020

Writing

Question description

The Compare and contrast at
least three of the leadership styles described in
Chapter Seven of the text. How does the differentiation of style impact the
effectiveness of the overall organization? At what level does the
leadership style have the greatest impact on productivity? Why?  
In
chapter seven of the text, Swanson, Territo, and Taylor (2012), extensively
discuss leadership.  Whether leaders are born, made, or more likely a
varying combination of the two, it is apparent that leaders possess certain
qualities, behaviors, and leadership styles that define them as a
leader.  Leadership style theories abound, but most of the theories
contain commonalities in regard to the traits of a “good” leader as well as
those of a “bad” leader.  To put this in perspective, it will help to
compare and contrast some of the specific leadership styles. 
(Swanson)
Anthony
Downs points out four different types of leadership as seen in a
bureaucratic structure.  Two of these are the “climber” and the
“advocate”.  The climber is motivated by gaining power, and even
though they often accomplish goals for their agency, it usually comes at
the expense of the unit or division.  The climber would make a change
in policy that causes his members to do more with less, and could very
likely end up lowering morale.  (Swanson)
 Another
leadership style is the advocate; this leader tends to focus more on the
promoting the needs of his/her unit, fairness within the unit, and
innovation by them and their subordinates.  The aforementioned often
comes at the expense of his/her unit’s relationship to the politicians,
superiors, or community, as long as they benefit their department. 
(Swanson)
Both
the climber and the advocate are seen as radical and driven.  On one
hand the climber could end up accomplishing great things for their
precinct, and if their department is behind their vision and loyal, morale
may not drop.  On the other hand the advocate could have a successful
unit with high moral and smooth running department, but they may not be
well received by higher level leadership, politicians, or the media, which
could lead to a decline.  (Swanson)
Swanson
et al., explore another set of four leadership styles, called the “New
Leadership” Theories: Servant, Spiritual, Ethical, and Authentic.  In
this segment, comparing and contrasting Servant Leadership (SL) and Ethical
Leadership will give further insight into the various comportments of a
leader.  The SL is focused entirely on their people, ensuring their
needs are met.  The SL is in tune with their members/followers in
every facet, Spears (2004) indentifies 10 characteristics of SLs:  listening,
empathy, healing, awareness, persuasion, conceptualization, foresight,
stewardship, commitment to the growth of people, and sense community.
 Without going into detail, the extent of the passion the SL has for
their people is quite clear in the list alone.  The SL theory doesn’t
really account for how they deal with a conflict between the needs of the
organization and the needs of the people, which is unfortunately not
uncommon.  (Swanson)
“Ethical
Leadership” is one of the other “New Leadership” styles.  The leader
that conforms to this mold sees themselves as role model for doing the
right thing.  The value of this leadership style is evident in that it
encourages trust and objectivity, particularly in the law enforcement
profession where ethics is key.  Needless to say, there are advantages
to both SL and Ethical Leadership styles, but one of the most important
things to keep in mind when considering the value all these theories is
balance, being inclined toward one leadership style or another is fine,
beneficial even, but one must have a measured and pragmatic approach.
 (Swanson)
The
impact of leadership style has the greatest impact on productivity at the
low to mid- level manager.  If the leader can: ethically influence,
convey confidence in their people and the organization, recognize those
deserving, promote innovation, and bottom line, effectively inspire their
managers to do great things, the managers will in turn be motivated and be
able to propagate to the other followers.  (Swanson)
 

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References
Swanson, C. R., Territo, L., & Taylor, R. W.
(2012).  Police administration: Structures, processes, and behavior
(8th ed.).  Upper Saddle, NJ:  Pearson Education, Inc. needs to be responsed to 200 words references apa style thanks

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