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DKUM
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Title:
Transformational leadership styles in Slovenian Police
Authors:
ID
Durić, Džemal
(Author)
Files:
https://www.fvv.um.si/rv/arhiv/2011-2/06_Duric.pdf
https://www.fvv.um.si/rv/arhiv/2011-2/06_Duric-E.html
Language:
English
Work type:
Scientific work
Typology:
1.01 - Original Scientific Article
Organization:
FVV - Faculty of Criminal Justice and Security
Abstract:
Purpose: The purpose of this research was to examine leadership styles among managers at different organizational levels in Slovenian Police organization and to examine relationships between leadership styles and outcomes criteria (effectiveness, satisfaction, and extra effort). Design/Methods/Approach: The study took a quantitative approach to test the Full Range Leadership Model (FRLM) with Multifactor Leadership Questionnaire (MLQ). Survey included police managers at local (290), regional (122), and state (74) level of Slovenian Police organization. Findings: There are more transformational leadership styles than transactional leadership styles and laissez-faire leadership styles demonstrated among Slovenian Police managers. Transformational leadership styles are expressed especially at higher organizational levels. Relationship between transformational leadership and outcomes criteria is stronger than relationship between transactional leadership and outcomes criteria. There is negative relationship between laissez-faire leadership styles and outcome criteria. Research limitations: The results are comparable with similar studies which used MLQ for self rating or measuring self perceptions of leadership styles. Future research should include subordinate’s perception of police manager’s leadership styles. That would reflect more realistic picture about leadership practice and performance. Practical implications: Results indicate which leadership styles have positive relationships with outcome criteria and can be a useful input for police leadership training and development process. Originality/Value: This study contributes to the Police Leadership literature. Paper extends understanding of leadership styles in police organizations and supports the propositions of the Full Range Leadership Model that transformational leadership extends the results of transactional leadership toward results beyond expectations.
Keywords:
police
,
police hierarchy
,
leadership
,
Full Range Leadership Model
,
transformational leadership style
,
organizational levels
,
Slovenia
Publication status:
Published
Publication version:
Version of Record
Year of publishing:
2011
Number of pages:
str. 188-207
Numbering:
Letn. 13, št. 2
PID:
20.500.12556/DKUM-76269
UDC:
351.74/.76:005(497.4)
ISSN on article:
1580-0253
COBISS.SI-ID:
2170602
NUK URN:
URN:SI:UM:DK:FGVWHZ9K
Publication date in DKUM:
05.05.2020
Views:
1358
Downloads:
61
Metadata:
Categories:
Misc.
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:
DURIĆ, Džemal, 2011, Transformational leadership styles in Slovenian Police.
Varstvoslovje
[online]. 2011. Vol. 13, no. 2, p. 188–207. [Accessed 23 January 2025]. Retrieved from: https://www.fvv.um.si/rv/arhiv/2011-2/06_Duric-E.html
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Record is a part of a journal
Title:
Varstvoslovje
Shortened title:
Varstvoslovje
Publisher:
Ministrstvo za notranje zadeve Republike Slovenije, Visoka policijsko-varnostna šola, Ministrstvo za notranje zadeve Republike Slovenije, Visoka policijsko-varnostna šola, Univerza v Mariboru, Fakulteta za policijsko-varnostne vede, Univerza v Mariboru, Fakulteta za varnostne vede
ISSN:
1580-0253
COBISS.SI-ID:
99492352
Licences
License:
CC BY 4.0, Creative Commons Attribution 4.0 International
Link:
http://creativecommons.org/licenses/by/4.0/
Description:
This is the standard Creative Commons license that gives others maximum freedom to do what they want with the work as long as they credit the author.
Licensing start date:
05.05.2020
Secondary language
Language:
Slovenian
Title:
Transformacijski stili vodenja v slovenski policiji
Abstract:
Namen prispevka: Namen te raziskave je bil preučiti stile vodenja med managerji na različnih organizacijskih ravneh v slovenski policiji in preučiti odnose med načini vodenja in rezultati kriterijev (učinkovitost, zadovoljstvo in dodatni trud). Metode: Pri študiji je bil za preverjanje »celostnega modela vodenja« (ang. »Full Range Leadership Model« - FRLM) uporabljen kvantitativni pristop, in sicer z anketo »večfaktorskega vprašalnika za vodenje« ( ang. »Multifactor Leadership Questionnaire« - MLQ). Anketirani so bili vodje slovenske policije na lokalni (290), regionalni (122) in nacionalni (74) ravni. Ugotovitve: Med managerji v slovenski policiji so bolj izraženi transformacijski kot pa transakcijski in laissez-faire stili vodenja. Transformacijski stili vodenja so še posebej prisotni na višjih organizacijskih ravneh. Povezava med transformacijskim stilom vodenja in kriteriji je močnejša od tiste med transakcijskim stilom vodenja in kriteriji. Med laissez-faire stili vodenja in rezultati kriterijev pa obstaja negativno razmerje. Omejitve raziskave: Rezultati so primerljivi s podobnimi študijami, ki so za samoocenjevanje oziroma merjenje zaznave lastnih stilov vodenja uporabili MLQ anketo. Prihodnje raziskave bi morale vključiti zaznavanje podrejenih glede stilov vodenja policijskih managerjev, saj bi tako odražale bolj realno predstavo o praksi in uspešnosti samega vodenja. Praktična uporabnost: Rezultati kažejo, kateri stili vodenja so v pozitivnem razmerju do kriterijev in se lahko uporabijo tako pri usposabljanju policijskih managerjev kot tudi v razvojnem procesu. Izvirnost/pomembnost prispevka: Ta študija je prispevek k obstoječi literaturi o policijskem vodenju. Nadalje povečuje razumevanje načinov vodenja v policijskih organizacijah ter podpira predpostavke celostnega modela vodenja v smislu, da transformacijsko vodenje razširja in nadgrajuje rezultate transakcijskega vodenja do rezultatov nad pričakovanji.
Keywords:
policija
,
policijska hierarhija
,
vodenje
,
celostni model vodenja
,
tranformacijski stil vodenja
,
organizacijske ravni
,
Slovenija
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Varstvoslovje
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