The effects of transformational and transactional leadership styles on the influencing behaviour of subordinate police officers

Abstract

Investigated the influencing behavior of subordinates as a function of supervisor leadership style in a law enforcement setting. 53 subordinate police officers (aged 26-56 yrs) returned 1 of 4 scenarios depicting either a male/female transformational or male/female transactional leader (supervising officer). The subordinate officers then completed the Profile of Organizational Influence Strategies-Form M, indicating the extent to which they would use rational, soft, and hard approaches to influence their supervising officer as illustrated in the scenario. Transformational leadership was more closely related with subordinate rational influencing behavior than was transactional leadership. Findings are discussed in terms of the nature of transformational leadership and the unique characteristics of the police officer culture

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