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Shared and transformational leadership in the police

Doris Masal (Deaprtment of Public Management & Public Policy, Zeppelin University, Friedrichshafen, Germany)

Policing: An International Journal

ISSN: 1363-951X

Publication date: 16 March 2015

Abstract

Purpose

Although an increasingly complex work environment requires shared forms of leadership in the police, there is little empirical evidence on how to facilitate shared leadership in the police. The purpose of this paper is to explore the role of transformational leaders in supporting shared leadership.

Design/methodology/approach

The study is based on an online survey in a German state police (3,000 invited participants, a 39 percent response rate). The empirical analysis relies on a structural equation modeling (SEM) approach.

Findings

The study findings reveal that transformational leaders exert a direct, positive influence on shared leadership and have an indirect, positive influence through their capacity to clarify organizational goals and create job satisfaction for followers.

Originality/value

This large-scale study is the first to examine antecedents of shared leadership in the police. The results expand on the literature on transformational leadership by highlighting transformational leaders’ role as “SuperLeaders” in supporting shared leadership.

Keywords

Citation

Masal, D. (2015), "Shared and transformational leadership in the police", Policing: An International Journal, Vol. 38 No. 1, pp. 40-55. https://doi.org/10.1108/PIJPSM-07-2014-0081

Publisher

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Emerald Group Publishing Limited

Copyright © 2015, Emerald Group Publishing Limited