The problem addressed in this study was law enforcement organizations' inability to effectively implement sustainable change when it becomes necessary. The problem was examined through two variables: awareness of leadership styles and organizational culture. The purpose of this study was to compare the leadership styles of three levels of managers with the perceived behaviors of leaders in the organization. Also, the leaders' perception of their organizational culture and its orientation towards adaptability was compared with organizational behaviors. This study contains discussion of the research findings involving three local law enforcement organizations in the South Eastern United States concerning their leaders' perceptions of their dominant leadership style along with their perceptions of their organizational culture. The data utilized in this study was captured through an online survey that combined the Multifactor Leaderships Questionnaire (Bass & Avolio, 2004) and the Organizational Assessment Questionnaire (Charrier, 2007). The data was analyzed using descriptive statistics and Chi-square with a confidence value of .05. The study involved three levels of management: executive managers, middle managers, and sergeants. The results were that among the organizations surveyed the dominant leadership style was Transformational. However, there were differences among the three management levels studied. The results also discovered that the leaders' perceptions of the organizational culture were different among the ranks.
|Subjects||Behavioral psychology; Cultural resources management; Management|
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