1 / 7

Understanding Leader-Member Exchange Theory in Community-Oriented Policing

This chapter explores the concept of Leader-Member Exchange (LMX) Theory within the context of community-oriented policing. It identifies in-groups and out-groups, highlighting the benefits of high-quality relationships between supervisors and subordinates. High-quality dyadic relationships enhance decision-making influence, leading to better job satisfaction and performance. We explore different levels of relationships, from autocratic to collaborative, emphasizing the importance of shared decision-making. Additionally, the chapter discusses the impact of trust and demographic characteristics on LMX.

talisa
Télécharger la présentation

Understanding Leader-Member Exchange Theory in Community-Oriented Policing

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Criminal Justice 2012 Chapter 4: In-Groups and Community-Oriented Policing: Leader-Member Exchange Theory Class Name,Instructor Name • Date, Semester

  2. The Dyad as an Analysis Unit IN – GROUP High-quality relationships More influence over decision-making Extra benefits and status OUT – GROUP Low-quality relationships Merely fulfill job requirements Receive the standard benefits

  3. The Middle GroupGraen & Cashman (1975) Falls between the in- and the out-groups New trichotomy: > In – group > Middle – group > Out – group Supervisors have high-quality relationships with only a few subordinates—more efficient for them

  4. The Quality of the Dyadic Relationship LeBlanc, et. Al. 93 Personal attention to the employee Assistance to the leader by the employee

  5. Quality of Exchange Dunegan et. al., 92 Routine tasks and un-challenging tasks or of high level of uncertainty: The quality of performance is based on the quality of the leader-member exchange A more moderate level of uncertainty and challenge: No relationship between the leader-member exchange and performance

  6. High-Quality Dyadic Relationships Graen, et. Al., 86 Autocratic: no input from subordinates Minimal involvement: opinion only Consultation: considerable input Collaboration: near equal input Delegation: final decision High quality = shared decision-making or formal affirmation of a positive performance evaluation

  7. LMX and Bias Sharing demographic characteristics?

More Related