An investigation of the relationship between dark leadership and the effectiveness of transformational leadership in law enforcement

by Frankenhauser, Paul T., Jr., Ph.D., CAPELLA UNIVERSITY, 2009, 131 pages; 3378874


Improving leader effectiveness and behavior has been a topic of discussion for decades. Often considered through the lens of private for-profit industry, these same improvements are also of great importance in the public sector, and specifically the law enforcement profession, as they tend to take on many of the management concepts used in the private sector. This study examined narcissistic behavior and leadership style among law enforcement executives in the South Florida metropolitan area. This study used quantitative methodology based upon survey research. The Dark Side Leader Profile® was used to measure narcissistic tendency, and the Multi-Factor Leadership Questionnaire® was used to measure transformational, transactional, and laissez-faire leadership style. The sample consisted of 369 law enforcement officers attending advanced and specialized training at the Broward County Institute of Public Safety. Descriptive statistics were performed to obtain demographic information. One sample median test, binomial test, one way ANOVA, two independent samples t test, and chi-square were conducted to analyze the results. The study revealed that overwhelmingly, law enforcement executives were perceived to exhibit narcissistic tendencies while at the same time demonstrating a transformational leadership style. This study found no relationship between narcissism and transformational leadership style. This study seems to provide a foundational basis that narcissistic leaders may learn to demonstrate qualities consistent with those of a transformational leader.

AdviserGregory McLaughlin
Source TypeDissertation
SubjectsLaw; Management; Organizational behavior
Publication Number3378874

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