Prepare an Analysis Report using data and information from studies on leadership styles and characteristics derived from empirical research, and explain how the information applies to successful leade

AN ANALYSIS OF EXECUTIVE STYLES by JACK L.

KUYKENDALL Associate Professor Criminal Justice Administration San Jose State University San Jose, California 95192 ABSTRACT Managerial styles are often discussed in terms of the leadership abilities of the manager. One of the contemporary methods of determining effective leadership is the managerial grid developed by Blake andMouton.

Using a style assessment instrument based upon the managerial grid, leadership, or managerial, styles of the executives of an urban police agency are analyzed and discussed.

Differences are noted between the overall primary style of the executives and their primary style in separate managerial activities. There is a tendency among the executives to move from the most desirable grid style (9/9) during the "thinking" (i.e., philosophy of managem.ent and planning and goal setting) phases of management to either task—or person-oriented (9/1 or 1/9) approaches during the ''^acting'''' phases (i.e., implementation and evaluation).

Introduction The management of police agencies is a controversial and complex task. Urban police agencies manifest even more difficult problems because of the seriousness and pervasity of crime, and the conflicting expectations of a wide variety of community groups concerning police activities and behavior. Such problems emphasize the need for effective performance by police managers.

The activities of a manager are frequently conceptualized as a process with several discernable functions such as planning, organizing, leading, motivating and controlling (Cleland & King, 1972). As managers engage in these activities, their actions are predicated upon a value system, or philosophy of management (Margulies & Raiz, 1972; McGregor, 1960).

This combination of a manager's values and actions (i.e., the activities and the manner in which they are carried out) determines managerial style.

89 Police Leadership: An Analysis of Executive Styles — Jack L. KuykendM Managerial styles are often discussed in terms of the leadership abilities of the manager. The development of leadership theories have evolved from a study of "great men" (Spotts, 1973); to identifying traits of successful leaders (Spotts, 1973); to an emphasis upon situational factors (Fiedler, 1967; Spotts, 1973); to an emphasis upon the individual being led (Hersey & Blanchard, 1972); to an integration of the leader, situation and subordinate variables (Reddin, 1970).

One of the contemporary theories of effective leadership, or management styles, is that developed by Blake and Mouton (1964; 1968). Their system involves an analysis of managerial styles based on two variables; a concern for people and a concem for production. Using these two variables, Blake and Mouton construct a managerial grid placing the variables on two axes numbered 1 through 9. The vertical axis is "a concem for people" and the horizontal axis is "a concern for production". From the grid, five managerial styles are characterized.

1.

The 9/9 style (High concern for production and people) reflects managerial values and actions that lead to an integration of task and human requirements in realizing goals.

2.

The 5/5 style (Moderate concem for production and people) reflects managerial values and actions that lead to an emphasis upon production but with awareness that morale should not be ignored. This leads to "pushing" just enough to get the work done but not so much that morale would be adversely affected. Compromise is a favorite managerial strategy.

3.

The 9/1 style (High concem for production, low concern for people) reflects managerial values and actions that leads to a strong emphasis upon production.

Managers view workers as commodities and concentrate on planning, directing and controlling the work.

4.

The 1/9 style (Low concern for production, high concern for people) reflects managerial values and actions that lead to conflict avoidance and efforts to realize good fellowship. People are considered all important and organizational requirements are minimized.

5.

The 1/1 style (Low concern for production and people) reflects managerial values and attitudes that lead to a general indifference toward both people and production in favor of the "book" and organization procedence.

JACK L. KUYKENDALL Dr. KuykendaU worked as a police officer and investigator in AmariUo, Texas (1963-1966) and was Assistant Professor of Police Administration at the University of Alaska (1968-1969).

Presently, he is Associate Professor of Criminal Justice Administration at San Jose State University, where he has been employed since 1970. He is the co-author of Race, Crime and Justice (1972), Community Police Administration (1975) and has published numervus aniclts.

90 Criminal Juttiee Review According to the grid system, 9/9 style is the most effective. While all styles may be used by managers, managers should optimize utilization of the 9/9 style. The other styles, in descending order of effectiveness, are the 5/5,9/1,1/9, and 1/1. The purpose of this paper is to present the results of a study which employed the grid system to analyze the managerial styles of police executives of an urban police agency.

Background and Procedure The urban police agency participating in this study wiU not be identified. The community in question will be referred to as Urban City. The Urban City Police Department has a highly diverse racial and ethnic population of over 500,000.

The crime and service problems confronting the police are similar to those of other cities comparable in size.

The rank structure of the police department (i.e., patrolman, sergeant, lieutenant, captain, several executive positions, and chief of police) is similar to that of numerous police organizations. At the time of this study there were twenty-nine (29) positions at the rank of captain and above.

All of these positions were considered executive in nature by the police agency because they were the command ranks for the major functional organizational units and subdivisions.

The management grid evaluation instrument utilized to assess the styles of the police executives was developed by HaU, Harvey and Williams. The instrument evaluates styles in the following four are as (i.e., functions of a manager):

1.

Philosophy of Management conems the basic set of attitudes and assumptions the manager (i.e., managerial values) holds about people.

2.

Planning and Goal Setting concerns making decisions, determining work plans, establishing evaluation criteria, etc.

3.

Implementation involves the actual translation of plans into actions to accomplish tasks.

4.

Evaluation concerns the review of work accomplished in order to correct problem areas.

In each of the four components assessed, the evaluation instrument describes typical management situations with five possible responses. The individual is asked to indicate on a ten (10) point continuum the response that is "most characteristic" and the one that is "least characteristic" of the respondent in that situation. The other three responses are then placed on the continuum between the "most" and "least" responses according to how characteristic they are in that situation. Each of the five responses is related to one of the five grid styles. Placing the responses on the continuum gives it a weight for the development of numerical component scores and total style scores. The numerical totals determine the rank ordering of the styles, and therefore, their sequential preference.

The management grid instrument was completed by twenty-five of the executives and twenty (69 percent) made the results available to the author. All participants were 91 Police Leadership: An Analysis of Executive Styles — Jack L. Kuykendall requested to respond to the evaluation as they actually believed and behaved as managers.

Results The twenty police executives ranged in age from 43-58; all had over twenty years of experience in a wide variety of assignments. Educational backgrounds included two law and four bachelor's degrees; four had three years of college, four had one year of college, and seven had not attended college. Correlations of the variables of experience, assignment, age and education with styles is not attempted because no distinctive groupings can be made in years of experience and assignment, and because the number of scores are dispersed too widely for meaningful age and education groupings.

The management styles to be discussed are the two ranked the highest. These are referred to as the primary and back-up styles. While all five styles may be utilized, the primary and back-up styles dominate the on-going style of the manager. Table 1 presents the primary and back-up scores, and corresponding styles, for the twenty exectives of the Urban City Police Department. The differences between style scores are also indicated because the smaller the difference the more likely the back-up style will be utilized by a manager under stress (e.g., a crises or problem-oriented situation). In addition, the primary style may reflect what the police executives thought the appropriate situational response was more than the response that was most characteristic. In such cases, the back-up style may present a more accurate appraisal of the executives's style.

92 Criminal JuiHee Ret>iev> TABLE 1 Primary and Back-up Scores, Styles and Score Differences (N=20) Primary Styles Style 9/9 9/9 9/9 9/9 9/9 9/9 9/9 9/9 9/9 9/9 9/9 9/9 9/9 5/5 9/1 9/1 9/1 9/1 9/1 9/1 Mean = S.D. = Possible Score Range = Actual Score Range = Score 115 107 103 102 99 98 95 94 93 89 88 88 87 90 97 88 86 84 82 72 92.9 10.5 120-60 115-72 Back-up Style Style Score 1/9 77 5/5 83 5/5 80 5/5 71 5/5 70 9/1 70 5/5 84 9/1 84 5/5 85 5/5 77 5/5 85 1/9 83 9/1 78 9/1 70 9/9 88 5/5 61 9/9 69 9/9 83 9/9 79 5/5 71 77.4 7.2 108-48 88-61 Score Differences 38 24 23 31 29 28 11 10 5 12 3 5 9 20 9 27 17 1 3 1 15.3 11.4 — Table 2 presents the primary and back-up styles of the executives adjusting for stress.

A factor of twelve is used for score differences to indicate the likelihood that an executive would revert to a back-up style under stress. This factor of twelve is selected because it represents an average of one point deviation per response in the twelve 93 Police Leadership: An Analysis of Executive Styles — Jack L, Kuykendall management situations on which the total style score is based. However, since the adjustment factor is rather arbitrary, it should be viewed as only an indicator of what might occur in stressful situations.

As can be seen from Table 2, 65 percent of the executives had 9/9 styles prior to the stress adjustment and 45 percent after the adjustment. Although not indicated in Table 2, seven of thirteen 9/9 styles changed. These changes were primarily to the 5/5 and 9/1 styles.

Four of the 9/1 styles changed; three to the 9/9 style and 1 to the 5/5 style.

Overall, ten of the styles changed when the stress adjustment factor was applied. This indicates that managerial style, and possible effectiveness, does change under stress; however, since the adjustment factor is only an attempt to indicate possible changes, only primarily styles scores and their components will be analyzed in the remainder of the paper.

TABLE 2 Primary, Back-up and Stress Adjusted Styles (N=20) STYLE 9/9 5/5 9/1 1/9 1/1 Primary N 13 1 6 0 0 65 5 30 0 0 Back-up N 4 10 4 2 0 % 20 50 20 10 0 Stress Adjustment N 9 6 4 1 0 45 30 20 5 0 Table 3 presents the police executives managerial style component scores. The primary style total scores are dominated by the 9/9 style (see Table 1 and 2); however, in the primary styles of each of the components, this trend applies only to philosophy, and planning and goal-setting. Once implementation activities begin there is a move toward 9/1 and 5/5 styles, and in the evaluation component there is a move towards the 1/9 and 9/1 styles.

94 Criminal Jiutiee Review TABLE 3 Scores of Primary Styles of Each Managerial Component (N=20) STYLE 9/9 5/5 9/1 1/9 1/1 Philosophy N 16 3 1 0 0 1 ^» 80 15 5 0 0 Planning and Goal-Setting N 1 13 1 4 2 0 % 65 5 20 10 0 Implementation N 4 7 9 0 0 1 % 20 35 45 0 0 Evaluation N 4 2 5 9 0 1 '^^ 20 10 25 45 0 Tables 4 and 5 present a breakdown of the total primary style scores of police executives by component. Table 4 includes a numerical component score with the component percent of total style score. Table 5 presents the means and standard deviations of primary style components. It would appear that the 9/9 total style score is frequently dominated by the philosophy, and planning and goal-setting components.

The 9/1 total style score appears to be dominated by the planning and goal-setting, and implementation components.

95 Police Leaderthip: An Analyaiii of Executive Styles — Jack L. Kuykendail TABLE 4 Primary Styles by Component Scores (N=20) Primary Style 9/9 9/9 9/9 9/9 9/9 9/9 9/9 9/9 9/9 9/9 9/9 9/9 9/9 5/5 9/1 9/1 9/1 9/1 9/1 9/1 Mean S.D.

Score 115 107 103 102 99 98 95 94 93 89 88 88 87 90 97 88 86 82 74 72 = Actual Score ' Philosophy N 30 30 26 30 30 30 24 29 30 26 26 27 27 26 21 14 23 12 18 13 Range = Possible Score Range % 26.1 28 25.2 24.4 30.3 30.6 25.5 30.9 32.3 29.2 29.5 30.7 31 28.9 21.4 15.9 26.7 14.6 21.4 18.1 24.6 6 12-30 Planning and Goal-Setting N 30 29 30 30 25 25 28 30 30 25 30 23 18 21 26 24 24 21 18 26 % 26.1 27.1 29.1 29.4 25.3 25.5 29.5 31.9 32.3 28.1 34.1 26.1 20.7 23.3 26.8 27.3 28.6 25.6 21.4 36.1 25.7 3.8 18-30 Implementation N 30 25 26 26 28 23 20 17 12 21 17 20 22 22 28 30 23 30 26 21 23.4 4.8 12-30 30-3 For Each Component % 26.1 23.4 25.2 25.5 28 23.5 21.1 18.1 12.9 23.6 19.3 22.7 25.3 24.4 28.9 34.1 27.9 36.6 31 29.2 Evaluation N 25 23 21 13 16 20 23 18 21 17 15 18 20 22 22 20 16 19 12 12 18.7 3.8 12-25 % 21.7 21.5 20.4 12.7 16.2 20.4 24.2 19.1 22.6 19.1 17 20.5 23 24.4 22.7 22.7 18.6 23.2 14.3 16.7 96 Criminal Juttiee Review TABLE 5 Management Components by Primary Styles (N=20) Style 9/9 (n-13) 5/5 (N-1) 9/1 (N-6) Philosophy Mean 28.8 26 16.8 S.D.

2.3 - 4.5 Planning and Goals Mean 26.8 21 23.2 S.D.

3.8 - 3.1 I mplementation Mean S.D.

22 5 22 26.3 3.7 Evaluation Mean S.D.

19.2 3.6 22 16.8 4.4 Discussion Interpretations of the results of this study are difficult because of the lack of comparative grid data from other organizations. Hall, Harvey and Williams use the results of styles analysis of 378 managers from business, industry and public administration to develop T-Scores for comparative purposes; however, the data does not reflect analysis of number and types of styles and components. Consequently, the number and types of styles of police executives can be described as neither "more or less" than executives from other types of agencies.

Figure 1 provides an analytical framework in considering the style scores of the police executives. This Figure should be used with the style score of Table 3. Comparisons between Table 3 and Figure 1 provide managerial component style characterizations for all of the style dimensions of the Urban City police executives.

In analyzing the style data, it becomes apparent that the styles of the police executives tend to change as the managerial activity changes. Consideration of total style scores alone can be misleading. Table 3 indicates that style changes are most pronounced when the manager moves from "thinking and deciding" (i.e., philosophy, and planning and goal-setting components) to action (i.e., implementation and evaluation components).

McGregor, in his discussion of managerial assumptions and cosmology, has suggested that the perceptions and values of a manager are important in determining how the nianager will act (McGregor, 1967). While this observation may be generally accurate, it is not supported by this study. Just as attitudes do not always predict behavior (Secord & Balkman, 1964) certain managerial values may not be predictive of a corresponding style.

Situational and organizational constraints may be among the factors precluding such consistency.

97 Police Leadership: An Analysis of Executive Styles — Jack L, Kuykendall FIGURE 1 Style characterizations by Managerial Component^ Style 9/9 5/5 9/1 1/9 1/1 MANAGERIAL Philosophy of Management Mature individuals desire meaningful work: inter- gration of individual and organizational needs (people and production) results in optimal per- formance. Use of teams important in integrating needs.

Organization and individual needs are in conflict; moderation and compromise are the most effective strategies.

People are practical as they realize some effort is needed.

Organization and indi- vidual needs are in con- flict; people do npt like work and are incompe- tent. Should minimize attitudes and feelings as they get in way of work.

or task.

Same as in 9/1 style except emphasis is upon people so as not to hurt morale. Manager wants acceptance of group; to "help".

Same as in 9/1 style except tries to avoid conflict. Emphasis upon formal rules and regula- tions.

Believes in, and goes hy the "book".

Does not like or want to cope with uncertainty.

Planning and Goal Setting Work with all individuals who have relevant data to set goals, make deci- sions, etc. Goal commit- ment is realized through participation.

Decides on plans and goals hut listens to opinions of others.

Tries to obtain agreement through a "tell and sell" method.

Keep planning decisions to self.

Believe uniformity of action via own guide- lines is the key to success.

Abdicates to group even to sugjugating own desires. Makes broad plans, assignments, etc..

leaves it to dubordinates to do the job.

Avoids personal involve- ment; goes by the "book" especially when not told what to do by supervisor.

Does no more than job description requires.

COMPONENTS Implementation Manager acts as a member of implemen- tation group contri- buting his resources.

Familiar with pro- gress and assists with problems, lends support, etc.

"Open Door" policy is typical here. Manager is on call if problems occur. Keeps up with work; gives positive suggestions if having difficulty.

Close and constant step-ty-step- super- vision; appearance of being ever present; authorize changes as needed.

Supports morale and technology needs of people. "Lead rather than push." Get what the men need and relate in terms of gentle persuasion.

Management by exception; give direc- tions and does not get involved unless major problem arises. People free to solve own problems; believes in little action unless required.

Evaluation An on-going process with implementation.

Candid and open critique ia viewed as a learning experience.

Basic team recogni- tion with outstanding individual performance also recognized.

Emphasis on mistakes and successes. Tend- ency to underplay evaluation; reviews successes in group setting and mistakes on a one-time basis.

Discussions helf for reasonable suggestions for improvement.

Emphasis mistakes in one-to-one meetings.

Concerned with fixing the blame and handing out penal- ties.

Avoids discussion of mistakes to perserve morale. Tendency to de-emphasize criti- ques; to have fun, and not say anything unless it is "nice." Does not do unless required by policy.

When required emphasis is upon "objective" check- list of performance indicators. Tries to avoid blame for mistakes; "not my responsibility" attitude.

This figure waa developed from the Hall, Harvey and Williams "Styles of Management Inventory and Interpretive Score Sheet", and Blake and Mouton, Management Grid.

98 Criminal Jiutice Review Other significant changes in managerial component style scores occurred between the planning and goal-setting, and implementation activities; and between implementation and evaluation activities. In the former change the movement was toward the 9/1 and 5/5 styles; the latter change was toward the 9/1 and 1/9 styles.

The implementation phase of management involves translating plans into the activity necessary for goal-realization.

The 9/1 style reflects a dominant concern for task and a basic distrust of people. Consequently, employees must be closely watched and controlled.

The reasons for this shift in styles are probably related to the increased uncertainty on the part of the executives once implementation activities are initiated. The lower numerical strength of the responses to the implementation situations suggests such uncertainty. Uncertainty as to the most appropriate course of action can be precipitated by the crises-oriented nature of the police task, and/or a tendency to be involved in "crises" management resulting from a lack of planning. Likert (1967) has noted the tendency of managers to frequently emphasize control during periods of change or uncertainty.

The movement toward the 5/5 style in implementation activities is probably based on the assumption that individual and organization needs (i.e., people and production) are in conflict and the most effective strategy for dealing with this conflict is compromise.

The 5/5 manager does not want to "push" too hard for fear of lowering morale.

In the style changes between implementation and evaluation activities the movement is to the 1/9 and 9/1 styles. This is probably also the result of increased uncertainty plus the unwillingness, or lack of desire, to evaluate people's performance (Kindall & Gatza, 1963).

Several of the police executives (45%) cope with evaluation practices by "underpla3dng" their role to maintain morale, this 1/9 approach reflects a desire to avoid conflict with people. Of the remaining managers who changed (25%), the movement was to the 9/1 style. This response indicates a desire to depersonalize the evaluation process by suppressing emotions inherent within interpersonal critiquing processes.

In terms of all of the component style changes in general, another possible interpretation is related to the situation approach to management. If the reader does not wish to accept the 9/9 style as the most effective, the changes in styles could reflect a desirable flexibility based on effective alternate styles for different situations.

One minor factor that argues against this situational interpretation concerns the results of a participant poll. During the course of the study, the participants were asked to anonymously select the individual whom they thought would be most effective chief of police for Urban City. The individual selected was one of two who had the 9/9 style as his primary style in all for managerial components. The other individual with such a score had previously been exposed to the grid system of management and a closely related evaluation process. Moreover, the individual selected had a back-up style significantly lower (28 points) than his primary style. The selection of this individual gives some validity to the grid system of management in this study. However, the situational, or contingency, approach to managerial behavior is gaining increasing support as being more predictive of increased managerial effectiveness (Fiedler, 1967; Hersey & Blanchard, 1972; Reddin, 1970).

99 Police Leadership: An Analysis of Executive Styles — Jack L. Kuykendall Conclusion This paper has attempted a systematic analysis of managerial styles of police executives. The grid system of managerial analysis has been assumed to have predicting power in measuring effectiveness.

Inferences from this data should not be projected to other police agencies.

Each police agency has unique characteristics that can influence the managerial styles of police executives. Certainly, more research is needed before any discernable style patterns, if they exist, can be identified. And, perhaps more important, research is needed to identify effectiveness criteria for police organizations to assist in optimizing style analysis and development.

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