Pseudo-Transformational and Transforming Leadership in the Public Safety Environment Ernest J. Rieux, Jr.
PSF8602 – Theories of Leadership
3100 Tulane Ave. 284
New Orleans, LA 70119
Dr. John Hawkins
Today’s leaders are faced with many obstacles that either makes or breaks them in their roles as leaders. The questions and concerns about how leaders should act, how they should lead and even how much experience they may have as a leaders all seem to be the questions and concerns. The public safety environment as a whole is one of those organisms that is face with continued scrutiny concerning the performance of leaders. Often times, people look for their local government and law enforcement agencies to be the leaders in deterring and stopping crime, when the tables have turned and majority of the crimes are committed by government and law enforcement officials. For example, in September, 2005, 7 New Orleans police officers, known as the “Danzinger 7” who were tasked with protecting and serving the people of New Orleans during this time major time of crisis, found themselves indicted for killing and wounding innocent citizens trying to seek safety (Hampton, 2007). This outrage, created such a disruption in the city, until the people did not trust the leaders who were suppose to protect them. This type of behavior is certainly the face of pseudo-transformational leadership. Pseudo-transformational leadership (i.e., the unethical facet of transformational leadership) is manifested by a particular combination of transformational leadership behaviors (i.e., low idealized influence and high inspirational motivation), and is differentiated from both transformational leadership (i.e., high idealized influence and high inspirational motivation) and laissez-faire (non)-leadership (i.e., low idealized influence and low inspirational motivation), (Barling, J, Christie, A. & Turner, N., 2007). There could...
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