LEADERSHIP STYLES AND WORK CLIMATE OF POLICE STATIONS IN DAVAO CITY, PHILIPPINES

Auteurs

  • Jenny Malnegro-Payo Master of Science in Criminal Justice, Professional Schools, University of Mindanao, Davao City, Philippines
  • William Agutaya Revisa Master of Science in Criminal Justice, Professional Schools, University of Mindanao, Davao City, Philippines

DOI:

https://doi.org/10.46827/ejsss.v9i2.1585

Trefwoorden:

criminal justice, leadership styles, work climate, correlational design, Philippines

Samenvatting

This paper explored the relationship between the level of leadership styles and the work climate of police stations, particularly in Davao City. It further tried to find out whether or not police supervisors’ leadership styles influence the work climate of police stations. The study made use of the descriptive-correlation method utilizing the adapted survey questionnaire to gather the needed information. Respondents were chosen based on their ranks; so, only 317 non-commissioned police officers in the different police stations in Davao City were chosen. Statistical tools used were mean, Pearson’s r, and regression analysis. The findings of this study revealed that police subordinates have a high level of leadership styles and work climate in police stations. Moreover, the study revealed a direct relationship between leadership styles and the work climate of police stations as far as Davao City police officers were concerned. The researcher concludes, therefore, that combined factors of leadership styles significantly influence the work climate of police stations. Among the four indicators of leadership styles, transformational leadership styles appeared as the domain that best predicted the work climate of police stations. 

 

Article visualizations:

Hit counter

Biografieën auteurs

  • Jenny Malnegro-Payo, {$affiliation)

    Jenny Malnegro-Payo, MSCJ is a faculty member of the College of Criminal Justice Education, University of Mindanao in Davao City, Philippines. She is also a Registered Criminologist. Prof. Payo earned her academic degrees: Master of Science in Criminal Justice and Bachelor of Science in Criminology, both from the University of Mindanao. She is also a Community Extension Coordinator of the College of Criminal Justice Education. As a passionate Criminologist, she teaches various courses in Criminology. Her research interests include criminal sociology, law enforcement, and forensic science.

  • William Agutaya Revisa, {$affiliation)

    William Agutaya Revisa, PhD, CSP, CST is the current Vice President for Mindanao of the Professional Criminologist Association of the Philippines (PCAP). Likewise, he serves as the National Treasurer of the Philippine Society of Criminologist and Criminal Justice Professionals (PSCCJP). Dr. Revisa earned his Bachelor of Science in Criminology from the Agro-Industrial Foundation College of the Philippines, Davao City, Master of Science in Criminology from the University of Mindanao, Davao City, and Doctor of Philosophy in Criminology from the Philippine College of Criminology, Manila.

Referenties

Alvesson, M. (1991). Organisational symbolism and ideology. Journal of Management Studies, 28(3), 207-25. doi: 10.1111/j.1467-6486.1991.tb00945.x

Angayo, C. (2015). Effects of leadership styles on employee performance. Retrieved from http://repository.out.ac.tz/1244/

Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, 63(3), 308-323.

Baltes, B., Zhdanova, L., & Parker, C. (2009). Psychological climate: A comparison of organizational and individual level referents. Human Relations, 669-700.

Balyer, A. (2012). Transformational leadership behavior of school principals: A qualitative research based on teachers’ perceptions. International Online Journal of Educational Sciences, 4(3), 581-591. Retrieved from http://www.iojes.net/userfiles/Article/IOJES_949.pdf

Barratt, M., Choi, T., & Li, M. (2011). Qualitative case studies in operations management: Trends, research outcomes, and future research implications. Journal of Operations Management, 29(4), 329-342.

Bitner, C. (2013). Exploring the relationship between the work climate of police departments and officer performance at work. Retrieved from https://search.proquest.com/docview/1428384464/F42ED4FB173542A5PQ/1?accoun tid=31259

Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O., & Espevik, R. (2014). Daily transactional and transformational leadership and daily employee engagement. Journal of Occupational and Organizational Psychology, 87, 138-157. Retrieved from http://dx.doi.org/10.1111/joop.12041

Campbell, I., & Kodz, J. (2011). What makes great police leadership? A rapid evidence review. Retrieved from http://www.npia.police.uk/en/docs/Great_Police_Leader_REA.pdf

Cooil, B., Aksoy, L., Keiningham, T., & Maryott, K. (2009). The relationship of communication between rank levels in a medium-sized Southern US police department. International Journal of Police Science & Management, 13(2), 158- 171.

Darling, J., & Leffel, A. (2010). Developing the leadership team in an entrepreneurial venture: A case focusing on the importance of styles. Journal of Small Business and Entrepreneurship, 23(3), 355-371.

Derue, D., Nahrgang, J., Wellman, N., & Humphrey, S. (2011). Trait and behavioral theories of leadership: An integration and meta-analytic test of their relative validity. Personnel Psychology, 64, 7-52. doi: 10.1111/j.1744-6570.2010.01201

Glisson, C. (2007). Assessing and changing organizational culture and climate for effective services. Research on Social Work Practice, 736-747.

Hill, C., & Mc Shane, S. (2008). Principles of management. New York: McGraw Hill, Irwin Inc.

Hu, X., & Kaplan, S. (2015). Is “feeling good” good enough? Differentiating discrete positive emotions at work. Journal of Organizational Behavior, 36(1), 39-58.

Isaac-Henry, K. (2003). Management in the public sector: Challenge and change.

London: International Thomson Business Press.

Ivancevich, K., John, M., & Matteson, (2008). Organizational Behavior and Management. Boston: McGraw-Hill/Irwin, a business unit of The McGraw-Hill Companies, Inc.

Klinger, D. (2004). Environment and organization: Reviving a perspective on the police. Annals of the American Academy of Political and Social Science, 119-136.

Kumar, R. (2014). Research methodology: A step-by-step guide for beginners. New Delhi: Sage Publications Limited.

Maguen, S., Metzler, T., McCaslin, S., Inslicht, S., Henn-Haase, C., Neylan, T., & Marmar, C. (2009). Routine work environment stress and PTSD symptoms in police officers. The Journal of Nervous and Mental Disease, 197(10), 754-760.

Martins, N., & Von der Ohe, H. (2003). Organisational climate measurement- new and emerging constructs during a period of transformation. South African Journal of Labour Relations, 27(3), 41-59.

Mehmood, Z., & Arif, M. (2011). Leadership and HRM: Evaluating new leadership styles for effective human resource management. International Journal of Business and Social Science, 2(15), 236-238.

Memon, K. (2014). Strategic role of HRD in employee skill development. Journal of Human Resource Management, 2(1), 27-32.

Momeni, N. (2009). The relation between managers' emotional intelligence and the organizational climate they create. Public Personnel Management, 35-48.

O'Neill, B., & Arendt, L. (2008). Psychological climate and work attitudes: The importance of telling the right story. Journal of Leadership & Organizational Studies, 353-370.

Ostroff, C., & Schmitt, N. (1993). Configurations of organizational effectiveness and efficiency. Academy of Management Journal, 36(6) 1345-57. doi 10.2307/256814

Pangaro, J. (2010). Positive psychological capacities and team level outcomes. Journal of Organizational Behavior, 6(2), 93-107.

Robbins, S. (2006). Organizational behavior. PT Index, Jakarta: Gramedia Group.

Rousseau, D. (2018). Trauma and Crisis Intervention. Module of Six-Trauma and the Criminal Justice System lecture. Retrieved from http://sites.bu.edu/daniellerousseau/crisisintervention/

Srivastava, S. (1994). Correlational study of organizational climate and need satisfaction with job involvement. Retrieved from https://pdfs.semanticscholar.org/2987/7717a66637903494a3f020d786f92a71709.pdf

Swammy, D. (2014). Leadership styles. Retrieved from https://www.mnsu.edu/activities/leadership/leadership_styles.pdf

Sundi, K. (2013). Effect of transformational leadership and transactional leadership on employee performance of Konawe Education Department at Southeast Sulawesi Province. International Journal of Business and Management Invention, 2(12), 50-58.

Van Schalkwyk, S., Du Toit, D., Bothma, A., & Rothmann, S. (2010). Job insecurity, leadership empowerment behaviour, employee engagement, and intention to leave in a petrochemical laboratory. SA Journal for Human Resource Management, 8(1), 1-7. doi: 10.4102/sajhrm.v8i1.234.

Williams, M., Grajales, C., & Kurkiewicz, D. (2013). Assumptions of multiple regressions: Correcting two misconceptions. Practical Assessment, Research, and Evaluation, 18. Retrieved from http://pareonline.net/getvn.asp?v=18&n=11

Downloads

Gepubliceerd

2023-10-18

Nummer

Vol 9 Nr 2 (2023)

Sectie

Articles