[Get Answer ]-Writing 4

Question Description

The Compare and contrast atleast three of the leadership styles described inChapter Seven of the text. How does the differentiation of style impact theeffectiveness of the overall organization? At what level does theleadership style have the greatest impact on productivity? Why?  

Inchapter seven of the text, Swanson, Territo, and Taylor (2012), extensivelydiscuss leadership.  Whether leaders are born, made, or more likely avarying combination of the two, it is apparent that leaders possess certainqualities, behaviors, and leadership styles that define them as aleader.  Leadership style theories abound, but most of the theoriescontain commonalities in regard to the traits of a “good” leader as well asthose of a “bad” leader.  To put this in perspective, it will help tocompare and contrast some of the specific leadership styles. (Swanson)

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AnthonyDowns points out four different types of leadership as seen in abureaucratic structure.  Two of these are the “climber” and the“advocate”.  The climber is motivated by gaining power, and eventhough they often accomplish goals for their agency, it usually comes atthe expense of the unit or division.  The climber would make a changein policy that causes his members to do more with less, and could verylikely end up lowering morale.  (Swanson)

 Anotherleadership style is the advocate; this leader tends to focus more on thepromoting the needs of his/her unit, fairness within the unit, andinnovation by them and their subordinates.  The aforementioned oftencomes at the expense of his/her unit’s relationship to the politicians,superiors, or community, as long as they benefit their department. (Swanson)

Boththe climber and the advocate are seen as radical and driven.  On onehand the climber could end up accomplishing great things for theirprecinct, and if their department is behind their vision and loyal, moralemay not drop.  On the other hand the advocate could have a successfulunit with high moral and smooth running department, but they may not bewell received by higher level leadership, politicians, or the media, whichcould lead to a decline.  (Swanson)

Swansonet al., explore another set of four leadership styles, called the “NewLeadership” Theories: Servant, Spiritual, Ethical, and Authentic.  Inthis segment, comparing and contrasting Servant Leadership (SL) and EthicalLeadership will give further insight into the various comportments of aleader.  The SL is focused entirely on their people, ensuring theirneeds are met.  The SL is in tune with their members/followers inevery 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 fortheir people is quite clear in the list alone.  The SL theory doesn’treally account for how they deal with a conflict between the needs of theorganization and the needs of the people, which is unfortunately notuncommon.  (Swanson)

“EthicalLeadership” is one of the other “New Leadership” styles.  The leaderthat conforms to this mold sees themselves as role model for doing theright thing.  The value of this leadership style is evident in that itencourages trust and objectivity, particularly in the law enforcementprofession where ethics is key.  Needless to say, there are advantagesto both SL and Ethical Leadership styles, but one of the most importantthings to keep in mind when considering the value all these theories isbalance, being inclined toward one leadership style or another is fine,beneficial even, but one must have a measured and pragmatic approach. (Swanson)

Theimpact of leadership style has the greatest impact on productivity at thelow to mid- level manager.  If the leader can: ethically influence,convey confidence in their people and the organization, recognize thosedeserving, promote innovation, and bottom line, effectively inspire theirmanagers to do great things, the managers will in turn be motivated and beable to propagate to the other followers.  (Swanson)



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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