Los estilos de liderazgo de la Policía Local de la Comunidad Valenciana: Una aproximación desde la Teoría del Liderazgo Transformacional

Abstract

Resumen: Tomando como base la Teoría de Liderazgo Transformacional (Bass, 1985), se estudian las conductas que componen los estilos de liderazgo y su relación con tres variables de resultado: la eficacia del líder, la satisfacción con el líder y el esfuerzo extra de los subordinados; así como el aumento de los efectos (augmentation effect) del liderazgo transaccional cuando además se utiliza el liderazgo transformacional.La muestra es representativa del universo de policías locales de la Comunidad Valenciana (España) y está compuesta por 975 policías locales (828 hombres y 147 mujeres) pertenecientes a las plantillas de 42 localidades y que son dirigidos por 42 jefes.Los resultados muestran jefes con un perfil de liderazgo claramente activo, que combina conductas de liderazgo transformacional y liderazgo transaccional activo. No se han encontrado diferencias por género del subordinado que informa. Se confirma el poder predictivo positivo de los estilos transformacional y transaccional, y negativo de las conductas pasivas sobre las variables de resultado. Asimismo, se confirma el aumento de los efectos que el liderazgo transaccional posee sobre las variables de resultado analizadas, cuando además se utiliza el liderazgo transformacional. Se discuten los resultados y sus implicaciones prácticas. Palabras clave: policía; seguridad pública; liderazgo transformacional; MLQ; satisfacción; eficacia; esfuerzo extra.Title: Leadership styles of Local Police in the Valencian Community: An approach based on the Transformational Leadership Theory. Abstract: On the basis of the Transformational Leadership Theory (Bass, 1985), the patterns of behaviour found in leadership styles are examined, and also their relation to three outcome variables: leader efficacy, satisfaction with the leader and extra effort by subordinates. The study also deals with the augmentation effect in transactional leadership when combined with transformational leadership.The sample is representative of the universe of local policemen in the Valencian Community (Spain) and it consists of 975 local policemen (828 men and 147 women) from 42 local municipalities and directed by 42 police chiefs.Results show police chiefs with active leadership profile that combines transformational leadership behaviors and active transactional leadership. No differences were found by gender of subordinate informants. Both the positive predictive performance of the transformational and transactional styles and the negative predictive performance of passive behaviours were confirmed on the outcome variables. The results also confirm the increase of the transactional leadership effects on the outcome variables analysed when combined with transformational leadership. Practical implications are also discussed. Key words: police; law enforcement; transformational leadership; MLQ; satisfaction; efficacy; extra effort. IntroducciónEn las últimas décadas el cuerpo de la policía local en España se ha ido transformando sensiblemente de forma que, de ser una institución cuya misión pr...

Transformational leadership and job satisfaction of police officers (carabineros) in Chile: the mediating effects of group identification and work engagement / Liderazgo transformacional y satisfacción laboral en carabineros de Chile: los efectos mediadores de la identificación con el grupo y el work engagement

“…This study verifies and expands on the findings of preceding studies (Álvarez et al, 2012; Castro-Solano, 2003; Castro-Solano et al, 2004; Shamir et al, 2000, 1998). Taking transformational leadership as the basis and using a representative sample of local police from the Community of Valencia, Álvarez et al (2012) found a positive effect of transformational leadership on the satisfaction and performance of the police officers.…”

“…This study verifies and expands on the findings of preceding studies (Álvarez et al, 2012; Castro-Solano, 2003; Castro-Solano et al, 2004; Shamir et al, 2000, 1998). Taking transformational leadership as the basis and using a representative sample of local police from the Community of Valencia, Álvarez et al (2012) found a positive effect of transformational leadership on the satisfaction and performance of the police officers. This study not only confirms that there is a positive, significant relationship between transformational leadership and the satisfaction variable but also reveals the mediating nature played by the followers’ group identification and engagement in this relationship.…”

“…Álvarez et al (2012), in turn, studied the local police in the Community of Valencia, the behaviours that make up the leadership styles (Bass, 1985) and their relationship with the leader’s efficacy, satisfaction with the leader and the extra effort of their subordinates, as well as the increase in the effects of transactional leadership when transformational leadership is also used. The results show the predominance of bosses with a clearly active leadership profile who combine transformational leadership and active transactional leadership behaviours.…”

“…All of the studies performed within the context of the police show that transformational leadership is the leadership style that achieves the highest levels of satisfaction and extra effort from subordinates, as well as the perception of greater efficacy of the leader (Álvarez, 2009; Álvarez et al, 2012). Likewise, transformational leadership increases transactional leadership’s positive effects on satisfaction and performance (Bass, 1985).…”

“…Álvarez et al (2012), por su parte, estudiaron en la Policía Local de la Comunidad Valenciana, las conductas que componen los estilos de liderazgo (Bass, 1985) y su relación con la eficacia del líder, la satisfacción con el líder y el esfuerzo extra de los subordinados; así como el aumento de los efectos del liderazgo transaccional cuando además se utiliza el liderazgo transformacional. Los resultados muestran el predominio de jefes con un perfil de liderazgo claramente activo, que combinan conductas de liderazgo transformacional y liderazgo transaccional activo.…”