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CHAPTER 2 – LITERATURE REVIEW

1. Introduction to the Chapter

This literature review chapter serves as a critical foundation for understanding the theoretical

underpinnings and practical applications of transformational leadership within the context of

law enforcement. This chapter aims to provide a comprehensive examination of existing

research and theories pertinent to the study, elucidating the significance of transformational

leadership in organizational settings, particularly within law enforcement agencies.

Transformational leadership theory will be explored in depth, encompassing its fundamental

principles and its relevance across various organizational domains. By delving into

established literature, this chapter will elucidate the core tenets of transformational

leadership, such as inspirational motivation, intellectual stimulation, individualized

consideration, and idealized influence, and how these principles manifest in leadership

behaviors and outcomes.

Moreover, the literature review will extend to the domain of leadership in law enforcement,

shedding light on the unique challenges, demands, and intricacies inherent to this specialized

sector. By synthesizing findings from empirical studies and theoretical frameworks, the

chapter will offer insights into the specific context of law enforcement leadership, including

the complexities of maintaining public safety, managing crises, fostering community trust,

and navigating organizational hierarchies.

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Furthermore, this chapter will identify research gaps within the existing literature, thereby

rationalizing the necessity for the current study and delineating its potential contributions to

the field. By pinpointing areas requiring further investigation or theoretical development, the

literature review will serve as a springboard for the subsequent empirical research, guiding

the formulation of research questions and hypotheses.

Ultimately, based on the synthesized literature, this chapter will propose a theoretical

framework that integrates the principles of transformational leadership with the unique

challenges and requirements of law enforcement leadership. By aligning theoretical insights

with practical realities, the proposed framework aims to offer a holistic understanding of

effective leadership practices within law enforcement agencies, thereby informing policy,

practice, and future research endeavors in the field.

2. Review of Existing Literature

This section will review the existing literature in the area especially those related to topic of

the study. It covers aspects such as the concept of leadership, the leadership style of leaders,

leaderstyle of the chief of law enforcement agency, leadership style of the chief of police, and

finally the leadership style of the chief of police of Malaysia.

2.1. Conceptualizing Leadership

Leadership is a complex and multifaceted concept that has been extensively studied in

various fields, including psychology, sociology, business, and political science. It refers to the

ability of an individual to influence, motivate, and guide others towards achieving a common
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goal (Northouse, 2021). Leadership involves setting a vision, creating strategies, and

inspiring people to work together effectively (Yukl, 2020).

One of the earliest theories of leadership is the "Great Man" theory, which suggests that

leadership qualities are innate and that great leaders are born, not made (Carlyle, 1841).

However, this theory has been largely discredited, and modern research suggests that

leadership skills can be developed and honed through training and experience (Day et al.,

2014).

In recent years, there has been a growing focus on transformational leadership, which

involves inspiring and motivating followers to achieve beyond their own expectations (Bass

& Riggio, 2006). Transformational leaders are characterized by their ability to create a

compelling vision, communicate effectively, and build strong relationships with their

followers (Judge & Piccolo, 2004). A meta-analysis by Wang et al. (2011) found that

transformational leadership is positively associated with job satisfaction, organizational

commitment, and job performance.

Another important concept in leadership is emotional intelligence (EI), which refers to the

ability to recognize and manage one's own emotions and the emotions of others (Goleman,

1995). Research has shown that leaders with high EI are more effective at building strong

relationships, communicating effectively, and creating a positive work environment (Mayer et

al., 2008). A study by Rosete and Ciarrochi (2005) found that EI was a significant predictor

of leadership effectiveness, even after controlling for cognitive ability and personality traits.
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Diversity and inclusion have also become increasingly important topics in leadership

research. Studies have shown that diverse teams are more innovative and perform better than

homogeneous teams (Hunt et al., 2018). However, creating an inclusive environment requires

leaders who are skilled at managing diversity and promoting equity (Nishii, 2013). A survey

by PwC (2021) found that 75% of organizations globally consider diversity and inclusion a

priority, but only 4% have actually achieved their diversity goals.

The COVID-19 pandemic has also highlighted the importance of adaptability and resilience

in leadership. Leaders who were able to quickly pivot their strategies and support their teams

through the crisis were more successful than those who struggled to adapt (Bartsch et al.,

2020). A study by McKinsey (2020) found that organizations with adaptable leaders were 2.7

times more likely to outperform their peers during the pandemic.

In conclusion, leadership is a complex and evolving concept that requires a range of skills

and attributes. Effective leaders are able to inspire and motivate their followers, build strong

relationships, manage diversity and inclusion, and adapt to changing circumstances. As the

world becomes increasingly complex and uncertain, the importance of strong leadership will

only continue to grow.

2.2. The Leadership Style of Leaders

Leadership style plays a crucial role in the success of organizations, whether in the

government or private sector. The literature on leadership has extensively explored various

leadership styles and their impact on organizational performance, employee satisfaction, and

overall effectiveness. This essay will delve into the different leadership styles, their
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characteristics, and their implications for leaders and heads of organizations, supported by

relevant statistics, facts, figures, and examples from recent studies.

One of the most well-known leadership theories is the Full Range Leadership Model, which

encompasses transformational, transactional, and laissez-faire leadership styles (Bass &

Riggio, 2006). Transformational leadership has been widely recognized as an effective

leadership style, characterized by the ability to inspire, motivate, and empower followers to

achieve beyond expectations (Burns, 1978). A meta-analysis by Wang et al. (2011) found that

transformational leadership had a strong positive correlation with job performance (ρ = .44),

organizational commitment (ρ = .44), and job satisfaction (ρ = .58). Examples of

transformational leaders include Nelson Mandela, who inspired a nation to end apartheid, and

Steve Jobs, who revolutionized the technology industry with his visionary leadership at

Apple.

Transactional leadership, on the other hand, focuses on the exchange of rewards and

punishments to motivate followers (Bass, 1985). While this style can be effective in certain

situations, it may not foster long-term commitment and engagement. A study by Judge and

Piccolo (2004) found that transactional leadership had a weaker correlation with job

performance (ρ = .22) compared to transformational leadership. However, transactional

leadership can be suitable for organizations operating in stable environments with well-

defined roles and responsibilities, such as the military or manufacturing industries.

Laissez-faire leadership, characterized by a hands-off approach and minimal involvement in

decision-making, has been associated with lower levels of employee satisfaction and

organizational effectiveness (Skogstad et al., 2007). A study by Hinkin and Schriesheim

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(2008) found that laissez-faire leadership had a negative relationship with subordinate

perceptions of leader effectiveness (β = -.33) and satisfaction with the leader (β = -.43). This

leadership style may be detrimental in situations that require active guidance and direction,

such as crisis management or rapid organizational change.

In addition to the Full Range Leadership Model, other leadership styles have gained attention

in recent years. Servant leadership, which emphasizes the leader's role in serving and

empowering followers, has been linked to positive organizational outcomes. A meta-analysis

by Hoch et al. (2018) found that servant leadership had a positive relationship with job

performance (ρ = .30), organizational citizenship behavior (ρ = .39), and employee

engagement (ρ = .47). Companies like Southwest Airlines and Zappos have successfully

implemented servant leadership principles, prioritizing employee well-being and customer

satisfaction.

Authentic leadership, which emphasizes the leader's self-awareness, transparency, and ethical

behavior, has also emerged as a valuable leadership style. A study by Walumbwa et al. (2008)

found that authentic leadership was positively related to organizational citizenship behavior

(β = .30), job satisfaction (β = .26), and organizational commitment (β = .29). Leaders such as

Howard Schultz, former CEO of Starbucks, have demonstrated authentic leadership by

aligning their actions with their values and fostering a culture of trust and transparency.

The effectiveness of leadership styles may vary depending on the organizational context and

the characteristics of followers. The situational leadership theory, developed by Hersey and

Blanchard (1969), suggests that leaders should adapt their style based on the readiness and

maturity of their followers. For example, a directive leadership style may be appropriate for
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new employees who require clear guidance, while a delegating style may be suitable for

experienced and self-motivated team members.

Furthermore, cultural differences can influence the perception and effectiveness of leadership

styles. The GLOBE study, a comprehensive research project involving 62 societies, found

that cultural values and practices significantly impacted leadership preferences (House et al.,

2004). For instance, in cultures with high power distance, such as many Asian countries, a

more directive and hierarchical leadership style may be expected and accepted. In contrast, in

cultures with low power distance, such as many Western countries, a more participative and

egalitarian leadership approach may be preferred.

The literature also highlights the importance of emotional intelligence in effective leadership.

Emotional intelligence, which involves the ability to recognize and manage one's own

emotions and the emotions of others, has been linked to positive leadership outcomes. A

meta-analysis by Harms and Credé (2010) found that emotional intelligence had a moderate

positive relationship with transformational leadership (ρ = .36) and a weaker relationship

with transactional leadership (ρ = .12). Leaders with high emotional intelligence, such as

Satya Nadella, CEO of Microsoft, have been praised for their ability to foster a culture of

empathy, collaboration, and innovation.

In recent years, the COVID-19 pandemic has posed unprecedented challenges for leaders and

heads of organizations. The crisis has highlighted the importance of adaptive leadership,

which involves the ability to navigate complex and rapidly changing environments (Heifetz et

al., 2009). Leaders who have demonstrated adaptive leadership during the pandemic, such as
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New Zealand Prime Minister Jacinda Ardern, have been praised for their effective

communication, empathy, and decisive decision-making in the face of uncertainty.

In conclusion, the literature on leadership styles emphasizes the significant impact that

leaders' approaches have on organizational performance, employee satisfaction, and overall

effectiveness. While transformational leadership has been widely recognized as an effective

style, the appropriateness of different leadership styles may vary depending on the

organizational context, follower characteristics, and cultural factors. The importance of

emotional intelligence and adaptive leadership has also been highlighted, particularly in the

face of complex challenges such as the COVID-19 pandemic. As organizations navigate an

increasingly dynamic and uncertain environment, leaders who can adapt their style, foster a

positive organizational culture, and inspire their followers will be well-positioned for success.

2.3. Leadership Style of the Chief of Law Enforcement Agency

Leadership style is a crucial factor in the success and effectiveness of law enforcement

agencies, and the Chief of a law enforcement agency plays a vital role in setting the tone and

direction for the organization. The literature on leadership in law enforcement highlights

several key leadership styles and their impact on various aspects of the agency, including

officer performance, morale, community relations, and overall organizational effectiveness.

This essay will explore the leadership styles commonly observed among Chiefs of law

enforcement agencies, supported by relevant statistics, facts, figures, and examples from

recent studies.
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One of the most prominent leadership styles in law enforcement is the transformational

leadership style. Transformational leaders inspire and motivate their followers to achieve

beyond expectations by fostering a shared vision, providing intellectual stimulation, and

offering individualized support (Bass & Riggio, 2006). A study by Sarver and Miller (2014)

found that transformational leadership was positively associated with job satisfaction (β

= .39) and organizational commitment (β = .44) among police officers. Chiefs who exhibit

transformational leadership qualities, such as William Bratton, who led the New York City

Police Department (NYPD) and the Los Angeles Police Department (LAPD), have been

credited with implementing successful organizational changes and improving community

relations (Sugarman, 2010).

Another leadership style observed in law enforcement is the transactional leadership style,

which focuses on the exchange of rewards and punishments to motivate followers (Bass,

1985). While this style can be effective in maintaining order and discipline, it may not foster

long-term commitment and engagement among officers. A meta-analysis by Hiller et al.

(2011) found that transactional leadership had a weaker correlation with job performance (ρ =

.18) compared to transformational leadership (ρ = .27) in a law enforcement context.

However, transactional leadership can be suitable for ensuring compliance with standard

operating procedures and maintaining accountability within the agency.

The servant leadership style, which emphasizes the leader's role in serving and empowering

followers, has gained attention in law enforcement in recent years. Servant leaders prioritize

the needs and development of their officers, fostering a supportive and collaborative work

environment (Greenleaf, 1977). A study by Vito, Higgins, and Denney (2014) found that

servant leadership was positively related to job satisfaction (β = .58) and organizational
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commitment (β = .55) among police officers. Chief David Brown of the Dallas Police

Department demonstrated servant leadership during his tenure, focusing on community

policing, officer wellness, and transparent communication (Fernandez, 2016).

The adaptive leadership style, which involves the ability to navigate complex and changing

environments, has become increasingly important for Chiefs of law enforcement agencies

(Heifetz et al., 2009). Adaptive leaders are able to adjust their strategies and approaches in

response to evolving challenges, such as shifts in crime patterns, social unrest, or

technological advancements. A study by Ramchunder and Martins (2014) found that adaptive

leadership was positively related to organizational resilience (β = .47) and employee

engagement (β = .39) in a law enforcement setting. Chief Chris Magnus of the Tucson Police

Department exhibited adaptive leadership by implementing progressive policies and

practices, such as de-escalation training and body-worn cameras, to address community

concerns and improve transparency (Hermann & Morse, 2021).

The literature also highlights the importance of emotional intelligence in effective law

enforcement leadership. Emotional intelligence, which involves the ability to recognize and

manage one's own emotions and the emotions of others, has been linked to positive

leadership outcomes (Goleman, 1995). A study by Nowacki and Willits (2019) found that

emotional intelligence was positively related to transformational leadership (β = .48) and

negatively related to laissez-faire leadership (β = -.31) among police supervisors. Chiefs with

high emotional intelligence, such as Kathleen O'Toole, who led the Seattle Police

Department, have been praised for their ability to build trust, resolve conflicts, and foster

positive relationships with officers and the community (Miletich, 2017).

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The COVID-19 pandemic has presented unique challenges for Chiefs of law enforcement

agencies, requiring adaptive and resilient leadership. Chiefs have had to navigate issues such

as ensuring officer safety, maintaining public order, and adapting to new modes of operation

(Jennings & Perez, 2020). A survey by the International Association of Chiefs of Police

(IACP) found that 82% of responding agencies had implemented changes to their operational

procedures in response to the pandemic (IACP, 2020). Chiefs who have demonstrated

effective leadership during this crisis, such as Chief Michel Moore of the LAPD, have

prioritized clear communication, officer wellness, and collaboration with public health

authorities (Blume, 2020).

In conclusion, the literature on leadership in law enforcement emphasizes the significant

impact that the leadership style of the Chief has on the agency's performance, morale, and

community relations. Transformational, servant, and adaptive leadership styles have been

associated with positive outcomes, while transactional leadership can be effective in

maintaining order and discipline. Emotional intelligence has also emerged as a vital attribute

for effective law enforcement leadership. As agencies navigate the challenges of an ever-

changing landscape, Chiefs who can adapt their leadership style, foster a positive

organizational culture, and build trust with officers and the community will be best positioned

to lead their agencies to success.

2.4. Leadership Style of the Chief of Police

The leadership style of a Chief of Police plays a crucial role in shaping the effectiveness,

morale, and public perception of a police department. Recent literature has explored various
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aspects of police leadership, highlighting the importance of certain styles and approaches in

the modern policing context.

One prominent leadership style discussed in the literature is transformational leadership.

Transformational leaders inspire and motivate their followers, fostering a sense of shared

purpose and encouraging innovation (Densten, 2003). A study by Sarver and Miller (2014)

found that police chiefs who exhibited transformational leadership qualities had a positive

impact on officer job satisfaction and organizational commitment. Furthermore, Kubala

(2013) noted that transformational leadership in policing was associated with improved

community relations and increased public trust.

Another leadership style that has gained attention in the policing literature is servant

leadership. Servant leaders prioritize the needs and well-being of their followers, empowering

them to grow and succeed (Greenleaf, 1977). Vito, Suresh, and Richards (2011) conducted a

study of police managers in Kentucky and found that servant leadership was positively

related to job satisfaction and organizational commitment among officers. Additionally, a

survey by the Police Executive Research Forum (2019) revealed that 78% of police

executives believed that servant leadership was an effective approach for modern policing

challenges.

The literature also emphasizes the importance of ethical leadership in policing. Ethical

leaders demonstrate integrity, fairness, and adherence to moral principles (Brown & Treviño,

2006). A study by Huberts, Kaptein, and Lasthuizen (2007) found that ethical leadership by

police supervisors was associated with lower levels of officer misconduct and higher levels of
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organizational trust. Moreover, the International Association of Chiefs of Police (2020) has

stressed the significance of ethical leadership in building community trust and legitimacy.

Adaptive leadership has also emerged as a relevant style in the policing literature. Adaptive

leaders are flexible, innovative, and able to navigate complex challenges (Heifetz, Grashow,

& Linsky, 2009). Ramshaw (2019) argued that adaptive leadership is crucial for police chiefs

in an era of rapid change and increasing public scrutiny. A case study by Herrington and

Roberts (2021) highlighted how an adaptive leadership approach enabled a police department

to successfully implement community policing initiatives and improve police-community

relations.

In addition to these leadership styles, the literature emphasizes the importance of emotional

intelligence in police leadership. Emotional intelligence refers to the ability to recognize,

understand, and manage one's own emotions and the emotions of others (Goleman, 1995). A

study by Hawkins and Dulewicz (2007) found that emotional intelligence was a significant

predictor of effective leadership among senior police officers. Furthermore, Rowe (2006)

argued that emotionally intelligent police leaders are better equipped to build trust, resolve

conflicts, and foster positive organizational culture.

The literature also suggests that effective police leadership requires a combination of

different leadership styles and approaches, depending on the situation and context. For

example, a study by Fleming and Lafferty (2000) found that successful police managers used

a blend of transformational, transactional, and laissez-faire leadership styles. Similarly,

Pearson-Goff and Herrington (2013) argued that police leaders must be adaptable and able to

employ different leadership strategies based on the needs of their officers and the community.
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In conclusion, the literature highlights the importance of various leadership styles for Chiefs

of Police, including transformational leadership, servant leadership, ethical leadership, and

adaptive leadership. Additionally, emotional intelligence and the ability to blend different

leadership approaches are seen as crucial for effective police leadership. As the policing

landscape continues to evolve, it is essential for police chiefs to embrace leadership styles

that promote officer well-being, community trust, and organizational effectiveness.

2.5. Studies related to the Royal Malaysian Police

The Royal Malaysia Police (RMP), also known as Polis Diraja Malaysia (PDRM), has been

the subject of various studies in the academic literature. These studies have examined

different aspects of the RMP, including its organizational structure, performance, challenges,

and reforms.

One of the key areas of research on the RMP is its organizational structure and management.

A study by Musa (2020) examined the RMP's organizational structure and found that it

follows a hierarchical and centralized model, with decision-making authority concentrated at

the top. The study also highlighted the need for greater decentralization and empowerment of

lower-level officers to improve efficiency and responsiveness.

Another important aspect of research on the RMP is its performance and effectiveness in

maintaining public safety and combating crime. A study by Rasid, Ghebreab, and Faisal

(2019) analyzed the RMP's performance in reducing crime rates in Malaysia. The study found

that while the RMP had made significant efforts to combat crime, challenges such as resource
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constraints, lack of technology adoption, and corruption had hindered its effectiveness. The

study recommended the implementation of community policing strategies and the use of data

analytics to improve crime prevention and detection.

The issue of police misconduct and accountability has also been a focus of research on the

RMP. A report by Amnesty International (2020) highlighted concerns about police brutality,

torture, and other human rights violations committed by RMP officers. The report called for

the establishment of an independent police complaints and misconduct commission (IPCMC)

to investigate and address these issues. In response, the Malaysian government has

announced plans to establish the IPCMC, although its implementation has faced delays

(Bernama, 2021).

Studies have also examined the RMP's efforts to modernize and reform its practices. A study

by Khalid and Mokhtar (2019) explored the RMP's adoption of community policing

strategies to improve public trust and cooperation. The study found that while the RMP had

made progress in implementing community policing, challenges such as lack of resources,

training, and public awareness had limited its success. The authors recommended greater

investment in community policing programs and public outreach efforts to enhance police-

community relations.

The RMP's use of technology has also been a subject of research. A study by Aziz, Razak,

and Ali (2021) examined the RMP's adoption of big data analytics to improve crime

prevention and investigation. The study found that while the RMP had made efforts to

integrate data analytics into its operations, issues such as data quality, interoperability, and
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privacy concerns needed to be addressed to fully leverage the potential of big data in

policing.

In conclusion, the academic literature on the Royal Malaysia Police covers a wide range of

topics, including its organizational structure, performance, challenges, and reforms. While

studies have highlighted the RMP's efforts to modernize and improve its practices, they have

also identified significant challenges, such as resource constraints, corruption, and police

misconduct. Continued research on the RMP can provide valuable insights and

recommendations to enhance its effectiveness, accountability, and public trust.

2.6. Theorizing the Study of the Royal Malaysian Police

The academic literature on the Royal Malaysia Police (RMP) has employed various

theoretical perspectives to understand and analyze different aspects of the organization. These

theoretical approaches have provided valuable insights into the RMP's structure, culture,

performance, and reforms. However, the application of theoretical perspectives in studying

the RMP is still relatively limited compared to the broader field of police studies.

One of the theoretical perspectives used to study the RMP is the organizational theory. A

study by Musa (2020) applied the organizational theory to examine the RMP's structure and

its impact on performance. The study found that the RMP's hierarchical and centralized

structure had both advantages and disadvantages. While it allowed for clear command and

control, it also limited flexibility and innovation. The study suggested that the RMP could

benefit from adopting a more decentralized and organic structure to enhance its adaptability

and effectiveness.
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Another theoretical perspective used to study the RMP is the institutional theory. A study by

Kasim and Nasharuddin (2019) employed the institutional theory to analyze the RMP's

reform efforts. The study argued that the RMP's reforms were shaped by institutional

pressures, such as public demands for greater accountability and transparency. The study

found that while the RMP had initiated various reforms, such as the establishment of the

Enforcement Agency Integrity Commission (EAIC), these efforts were constrained by

institutional resistance and lack of political will. The authors suggested that the RMP needed

to engage in more substantive institutional reforms to enhance its legitimacy and public trust.

The cultural theory has also been applied to study the RMP. A study by Subramaniam (2021)

used the cultural theory to explore the RMP's organizational culture and its impact on police

misconduct. The study found that the RMP's culture was characterized by a strong emphasis

on loyalty, obedience, and secrecy, which contributed to a lack of accountability and

transparency. The study suggested that the RMP needed to transform its culture to one that

values integrity, professionalism, and public service to prevent police misconduct and

enhance public confidence.

The principal-agent theory has been used to examine the RMP's accountability and oversight

mechanisms. A study by Hamid and Razak (2020) applied the principal-agent theory to

analyze the effectiveness of the EAIC in overseeing the RMP. The study found that while the

EAIC had made some progress in investigating police misconduct, its effectiveness was

limited by its lack of independence, resources, and enforcement powers. The study

recommended that the EAIC be given greater autonomy and authority to hold the RMP

accountable and promote a culture of integrity.

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The broken windows theory has also been used to study the RMP's policing strategies. A

study by Mokhtar and Khalid (2018) employed the broken windows theory to examine the

RMP's implementation of community policing. The study found that the RMP's community

policing efforts had contributed to a reduction in crime and improved public perceptions of

safety. However, the study also identified challenges, such as lack of resources and

community engagement, that limited the effectiveness of community policing. The authors

suggested that the RMP needed to invest more in community policing and engage in more

collaborative partnerships with the public to enhance its crime prevention and control efforts.

In conclusion, while the application of theoretical perspectives in studying the Royal

Malaysia Police is still relatively limited, various theories have been used to provide insights

into different aspects of the organization. These include organizational theory, institutional

theory, cultural theory, principal-agent theory, and broken windows theory. These theoretical

approaches have highlighted the RMP's strengths and weaknesses, as well as the challenges

and opportunities for reform. Continued theoretical engagement in studying the RMP can

contribute to a more comprehensive understanding of the organization and inform evidence-

based policies and practices to enhance its effectiveness, accountability, and public trust.

2.7. Leadership Style of the Chief of Police of Malaysia

The leadership style of the Inspector General of Police (IGP) in Malaysia has been a topic of

interest in the academic literature, particularly in relation to the performance and

effectiveness of the Royal Malaysia Police (RMP). While there is limited research

specifically focusing on the leadership styles of individual IGPs, several studies have
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explored the broader context of police leadership in Malaysia and its impact on the

organization.

One of the key themes in the literature is the prevalence of traditional, hierarchical leadership

styles in the RMP. A study by Subramaniam (2021) examined the leadership styles of senior

police officers in Malaysia and found that the majority exhibited transactional leadership

behaviors, characterized by a focus on rules, procedures, and rewards. The study argued that

this leadership style was rooted in the RMP's paramilitary structure and culture, which

emphasized discipline, obedience, and chain of command. However, the study also noted that

some officers displayed transformational leadership qualities, such as inspiring and

motivating subordinates, which were associated with higher levels of job satisfaction and

organizational commitment among junior officers.

The study by Subramaniam (2021) highlights two main points regarding leadership styles in

the Royal Malaysia Police (RMP): the prevalence of traditional, hierarchical leadership styles

and the presence of transformational leadership qualities. The majority of senior police

officers in the RMP exhibited transactional leadership behaviors, characterized by a focus on

rules, procedures, and rewards, which is attributed to the RMP's paramilitary structure and

culture that emphasizes discipline, obedience, and chain of command. Despite the dominance

of transactional leadership, some officers displayed transformational leadership qualities,

involving inspiring and motivating subordinates, which were associated with higher levels of

job satisfaction and organizational commitment among junior officers.

The findings suggest that while the RMP's organizational structure and culture tend to foster a

more traditional, hierarchical leadership style (transactional leadership), there are instances
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where senior officers adopt a more transformative approach. The study implies that

incorporating transformational leadership qualities could lead to positive outcomes, such as

increased job satisfaction and organizational commitment among junior officers.

The text highlights the potential benefits of shifting from a purely transactional leadership

style to one that incorporates transformational elements. This could involve senior officers

focusing on inspiring, motivating, and developing their subordinates, rather than solely

relying on rules, procedures, and rewards to maintain discipline and achieve objectives.

Overall, the study contributes to the understanding of leadership dynamics within the RMP

and suggests that a balance between transactional and transformational leadership styles may

be beneficial for the organization and its members.

Another study by Musa (2020) explored the impact of leadership styles on the performance of

the RMP. The study found that the RMP's leadership was predominantly characterized by a

directive style, which involved close supervision, strict adherence to rules, and limited

employee participation in decision-making. The study argued that this leadership style was

effective in maintaining discipline and order within the organization, but it also had negative

consequences, such as low morale, lack of innovation, and resistance to change. The study

recommended that the RMP adopt a more participative and supportive leadership style to

enhance its performance and adapt to changing societal demands.

The study by Musa (2020) investigated the impact of leadership styles on the performance of

the Royal Malaysia Police (RMP) and found that the RMP's leadership was predominantly

characterized by a directive style. This style involves close supervision, strict adherence to
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rules, and limited employee participation in decision-making. While the study found that the

directive leadership style was effective in maintaining discipline and order within the RMP, it

also argued that this style had negative consequences for the organization, such as low

morale, lack of innovation, and resistance to change among employees. These negative

outcomes could be attributed to the limited participation in decision-making, strict adherence

to rules, and the rigid structure of the organization, which may have left officers feeling

undervalued, unheard, and with limited opportunities to contribute ideas or suggest

improvements.

To address the negative consequences of directive leadership, the study recommended that the

RMP adopt a more participative and supportive leadership style. Participative leadership

involves involving employees in decision-making processes and considering their input and

ideas, while supportive leadership focuses on providing guidance, encouragement, and

resources to help employees develop and succeed in their roles. By adopting these leadership

styles, the study suggests that the RMP could enhance its performance and adapt to changing

societal demands, as it would foster a more inclusive and supportive work environment that

encourages innovation and employee engagement.

The findings of this study highlight the potential drawbacks of relying solely on a directive

leadership style within the RMP. While it may be effective in maintaining discipline and

order, it can also lead to negative outcomes such as low morale, lack of innovation, and

resistance to change. The recommendation to adopt a more participative and supportive

leadership style suggests that the RMP could benefit from involving officers more in

decision-making processes and providing them with the necessary support and resources to
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perform their duties effectively. This shift in leadership style could help the RMP to improve

its overall performance and better respond to the evolving needs of the society it serves.

The literature also highlights the importance of ethical leadership in the RMP, particularly in

light of concerns about police misconduct and corruption. A study by Kasim and Nasharuddin

(2019) examined the role of leadership in promoting integrity and accountability in the RMP.

The study found that the RMP had implemented various initiatives to enhance ethical

leadership, such as the establishment of the Integrity and Standards Compliance Department

(JIPS) and the adoption of a code of ethics. However, the study also identified challenges,

such as the lack of a strong ethical culture, inadequate training and resources, and limited

enforcement of disciplinary measures. The study suggested that the IGP and senior leadership

needed to prioritize ethical leadership and demonstrate a strong commitment to integrity and

professionalism to build public trust and confidence in the RMP.

The study by Kasim and Nasharuddin (2019) examined the role of leadership in promoting

integrity and accountability in the Royal Malaysia Police (RMP) and highlighted the

importance of ethical leadership within the organization, especially in the context of concerns

about police misconduct and corruption. The RMP has implemented various initiatives to

enhance ethical leadership, such as establishing the Integrity and Standards Compliance

Department (JIPS) and adopting a code of ethics. However, the study identified several

challenges in promoting ethical leadership, including the lack of a strong ethical culture,

inadequate training and resources, and limited enforcement of disciplinary measures. The

study suggests that the Inspector General of Police (IGP) and senior leadership have a crucial

role in prioritizing ethical leadership by demonstrating a strong commitment to integrity and

TESIS MA DTK ZUL – 11/3/2024

professionalism, actively promoting ethical values, leading by example, and taking decisive

action against misconduct or corruption to build public trust and confidence in the RMP.

The study by Kasim and Nasharuddin (2019) examined the role of leadership in promoting

integrity and accountability within the Royal Malaysia Police (RMP) and emphasized the

significance of ethical leadership in the organization. This is particularly important given the

concerns surrounding police misconduct and corruption. The RMP has taken steps to enhance

ethical leadership by implementing various initiatives, such as establishing the Integrity and

Standards Compliance Department (JIPS) and adopting a code of ethics. The JIPS is likely

responsible for overseeing and enforcing ethical standards within the RMP, while the code of

ethics provides guidelines for professional conduct and behavior.

Despite these initiatives, the study identified several challenges in promoting ethical

leadership within the RMP. One major challenge is the lack of a strong ethical culture within

the organization, suggesting that the values and principles of ethical leadership are not fully

embedded in the RMP's practices and decision-making processes. Additionally, inadequate

training and resources pose a challenge, as officers may not have sufficient support or

guidance to develop and maintain ethical leadership skills. Limited enforcement of

disciplinary measures is another concern, implying potential inconsistencies or weaknesses in

holding officers accountable for misconduct or unethical behavior. To address these

challenges, the study suggests that the Inspector General of Police (IGP) and senior

leadership have a crucial role in prioritizing ethical leadership by demonstrating a strong

commitment to integrity and professionalism. This commitment could involve actively

promoting ethical values, leading by example, and taking decisive action against misconduct

or corruption to build public trust and confidence in the RMP.

TESIS MA DTK ZUL – 11/3/2024

In recent years, there have been calls for the RMP to adopt a more transformational and

community-oriented leadership style to address emerging challenges, such as rising crime

rates, public protests, and social unrest. A study by Khalid and Mokhtar (2019) explored the

potential of community policing as a leadership strategy for the RMP. The study found that

community policing, which emphasizes collaboration, problem-solving, and public

engagement, had the potential to improve police-community relations, enhance crime

prevention, and promote social cohesion. The study suggested that the IGP and senior

leadership needed to champion community policing and provide the necessary resources,

training, and support to implement it effectively.

Generally speaking, the study discusses the need for the Royal Malaysia Police (RMP) to

adopt a more transformational and community-oriented leadership style in order to address

various emerging challenges faced by the organization and the society it serves. These

challenges include rising crime rates, public protests, and social unrest, which may require a

different approach to policing compared to traditional methods.

The text specifically mentions a study by Khalid and Mokhtar (2019) that explored the

potential of community policing as a leadership strategy for the RMP. Community policing is

a philosophy and approach that emphasizes collaboration, problem-solving, and public

engagement in order to improve the relationship between the police and the community they

serve.

The study found that community policing could offer several benefits to the RMP and society,

including improved police-community relations by actively engaging with the community

TESIS MA DTK ZUL – 11/3/2024

and working together to address local issues, leading to increased cooperation, better

communication, and a more supportive environment for effective policing; enhanced crime

prevention through a proactive approach that identifies and addresses the root causes of crime

in collaboration with the community, allowing the RMP to develop more targeted and

effective strategies to reduce crime rates and improve public safety; and the promotion of

social cohesion through community engagement and collaboration, helping to bridge the gap

between different segments of society and promote a sense of shared responsibility and

ownership in maintaining public order and safety, contributing to greater social cohesion and

resilience in the face of challenges.

To successfully implement community policing as a leadership strategy, the study suggests

that the Inspector General of Police (IGP) and senior leadership within the RMP need to

champion this approach and provide the necessary support for its effective implementation,

which includes allocating sufficient financial, human, and technological resources to support

community policing initiatives and programs; ensuring that officers receive appropriate

training and development opportunities to acquire the skills and knowledge needed for

effective community policing, such as communication, problem-solving, and cultural

competence; and fostering a culture and organizational structure that values and rewards

community engagement, innovation, and collaboration.

By actively promoting and supporting community policing, the RMP leadership can

demonstrate its commitment to a more transformational and community-oriented approach to

policing, which can help to address the emerging challenges faced by the organization and the

society it serves.
TESIS MA DTK ZUL – 11/3/2024

However, implementing transformational and community-oriented leadership in the RMP is

not without challenges. A study by Hamid and Razak (2020) examined the barriers to

leadership change in the RMP, including resistance from senior officers, lack of political will,

and limited resources. The study suggested that the IGP needed to engage in strategic

planning, stakeholder engagement, and capacity building to overcome these barriers and

drive meaningful change in the organization.

The tstudy actually highlights the challenges associated with implementing transformational

and community-oriented leadership within the Royal Malaysia Police (RMP). It specifically

mentions a study by Hamid and Razak (2020) that examined the barriers to leadership change

in the RMP.

One of the main barriers identified in the study is resistance from senior officers, which could

stem from various factors, such as an entrenched organizational culture where senior officers

who have been with the RMP for a long time may be accustomed to traditional, hierarchical

leadership styles and may be reluctant to embrace new approaches that challenge the status

quo; fear of losing power or control, as transformational and community-oriented leadership

styles often involve a more participatory and collaborative approach to decision-making,

which could be perceived as a threat to the authority and control of senior officers; and

skepticism about the effectiveness of new approaches, particularly if they have not seen

successful examples in other contexts.

Another barrier mentioned in the study is the lack of political will. This suggests that there

may be insufficient support or commitment from political leaders or policymakers to drive

the necessary changes in the RMP. Political priorities, competing demands for resources, or a
TESIS MA DTK ZUL – 11/3/2024

lack of understanding of the importance of leadership reform could contribute to this lack of

political will.

Limited resources are also identified as a challenge to implementing transformational and

community-oriented leadership in the RMP. Adopting new leadership approaches may require

significant investments in training, technology, and personnel, which may be difficult to

secure in a resource-constrained environment. Competing priorities and budgetary limitations

could hinder the RMP's ability to allocate the necessary resources to support leadership

change.

To overcome these barriers and drive meaningful change in the organization, the study

suggests that the Inspector General of Police (IGP) needs to engage in several key activities,

including strategic planning to develop a clear and comprehensive plan for leadership change

that outlines the goals, objectives, and strategies for implementing transformational and

community-oriented leadership in the RMP based on a thorough assessment of the current

state of the organization and its leadership challenges; stakeholder engagement to actively

involve key stakeholders, such as senior officers, political leaders, community

representatives, and other relevant parties, in building support for leadership change and

addressing concerns or resistance through communication, consultation, and collaboration;

and capacity building to invest in the development of the skills, knowledge, and capabilities

needed to effectively implement transformational and community-oriented leadership in the

RMP through training programs, mentoring, and other initiatives that build the capacity of

officers at all levels of the organization to adopt new leadership approaches and practices.
TESIS MA DTK ZUL – 11/3/2024

By engaging in these activities, the IGP can help to create the conditions necessary for

successful leadership change in the RMP, despite the challenges and barriers that may exist.

However, the study suggests that this will require sustained effort, commitment, and

resources over time to achieve meaningful and lasting change in the organization's leadership

culture and practices.

In conclusion, the academic literature provides insights into the leadership styles and

challenges faced by the Inspector General of Police in Malaysia. While traditional,

hierarchical leadership styles have been prevalent in the RMP, there is a growing recognition

of the need for more transformational, participative, and community-oriented leadership to

enhance the organization's performance, integrity, and public trust. The IGP plays a critical

role in setting the tone and direction for the RMP, and their leadership style and priorities can

have a significant impact on the organization's effectiveness and legitimacy. Continued

research on police leadership in Malaysia, particularly in relation to the IGP's role, can

contribute to evidence-based policies and practices to promote a more responsive,

accountable, and community-focused police force.

3. The Research Gaps

3.1 Summary of the Literature Reviews

Leadership is a crucial aspect of organizational success, and it has been studied extensively in

various contexts. Leadership is defined as the process of influencing others to achieve a

common goal (Northouse, 2021). There are several leadership theories, including trait theory,

behavioral theory, contingency theory, and transformational leadership theory (Yukl, 2013).
TESIS MA DTK ZUL – 11/3/2024

Transformational leadership theory, developed by Burns (1978) and later expanded by Bass

(1985), focuses on the leader's ability to inspire and motivate followers to achieve beyond

their expectations. Transformational leaders exhibit four key behaviors: idealized influence,

inspirational motivation, intellectual stimulation, and individualized consideration (Bass &

Riggio, 2006). In the context of law enforcement agencies, effective leadership is essential

for maintaining public safety, fostering trust, and ensuring the well-being of officers

(Densten, 2003). Police chiefs, as the highest-ranking officers in their departments, play a

crucial role in shaping the organizational culture and directing the efforts of their

subordinates (Schafer, 2010).

Several studies have examined the leadership styles of police chiefs. Stamper (1992) found

that successful police chiefs often exhibit transformational leadership qualities, such as

vision, charisma, and the ability to inspire others. Kirkpatrick and Locke (1991) identified

key traits of effective police leaders, including drive, leadership motivation, honesty and

integrity, self-confidence, cognitive ability, and knowledge of the job. In Malaysia, limited

research has been conducted on the leadership styles of police chiefs. However, a study by

Ahmad and Saud (2018) investigated the leadership style of a district police chief in Malaysia

and found that the chief exhibited transformational leadership behaviors, which positively

influenced subordinates' job satisfaction and organizational commitment. The proposed case

study of the 14th Chief of Police in Malaysia aims to contribute to the limited body of

knowledge on police leadership in the Malaysian context. By examining the leadership style

of the Chief of Police through the lens of transformational leadership theory, the study can

provide insights into effective leadership practices in law enforcement agencies and inform

future leadership development programs.

TESIS MA DTK ZUL – 11/3/2024

3.2 Identifying the Research Gaps of the Study

Despite the recognized importance of leadership in law enforcement agencies, there remains

a gap in understanding the specific leadership style employed by chiefs of police, particularly

within the context of transformational leadership theory (Densten, 2003; Schafer, 2010).

While transformational leadership has been widely studied in various organizational settings

(Bass & Riggio, 2006), its application and manifestation in the practices of police chiefs have

received limited empirical attention (Stamper, 1992; Andreescu & Vito, 2010). This is

especially true in diverse cultural settings such as Malaysia, where the unique socio-cultural

and political landscape may influence leadership dynamics (Ahmad & Saud, 2018).

Existing research on police leadership has primarily focused on identifying the traits and

behaviors of effective leaders (Kirkpatrick & Locke, 1991; Schafer, 2010) and examining the

impact of leadership on organizational outcomes such as job satisfaction, commitment, and

performance (Densten, 2003; Andreescu & Vito, 2010). However, there is a scarcity of

studies that delve into the specific leadership styles adopted by police chiefs and how they

align with transformational leadership principles (Mazerolle, Darroch, & White, 2013).

Moreover, the majority of research on police leadership has been conducted in Western

contexts, particularly in the United States and the United Kingdom (Densten, 2003; Schafer,

2010). The generalizability of these findings to other cultural settings, such as Malaysia,

remains uncertain. The Malaysian law enforcement context is characterized by a hierarchical

structure, a collectivistic culture, and a unique set of challenges related to crime, public trust,

and societal expectations (Ahmad & Saud, 2018; Subramaniam, 2019). These factors may
TESIS MA DTK ZUL – 11/3/2024

shape the leadership approaches and practices of police chiefs in Malaysia, warranting further

investigation.

Therefore, there is a pressing need to examine the leadership style of the Chief of Police of

Malaysia, specifically the 14th Chief, through the lens of transformational leadership theory.

By conducting an in-depth case study, this research aims to bridge the gap in understanding

how transformational leadership is applied and manifested in the Malaysian law enforcement

context. The study will provide valuable insights into the specific behaviors, practices, and

challenges associated with transformational leadership at the highest level of police

leadership in Malaysia. Furthermore, the findings will contribute to the limited body of

knowledge on police leadership in non-Western settings and inform future leadership

development programs tailored to the unique needs and challenges faced by Malaysian law

enforcement agencies.

4. Theory of the Study

4.1 Theorizing the Study on the Leadership of Chief of Police

Examining the leadership style of the Chief of Police is a topic that has garnered significant

attention from researchers in the fields of criminal justice, organizational behavior, and public

administration. Efforts to theorize this topic have drawn upon various leadership theories and

frameworks to better understand the impact of leadership on police organizations and their

effectiveness in serving the community.

TESIS MA DTK ZUL – 11/3/2024

One of the most prominent theories applied to police leadership is the transformational

leadership theory (Bass, 1985). This theory posits that effective leaders inspire and motivate

their followers to achieve higher levels of performance by appealing to their values, beliefs,

and aspirations (Avolio & Bass, 2002). Researchers have found that transformational

leadership is associated with increased job satisfaction, organizational commitment, and extra

effort among police officers (Densten, 2003; Murphy & Drodge, 2004; Schafer, 2010).

Another relevant framework is the situational leadership theory (Hersey & Blanchard, 1969),

which suggests that effective leaders adapt their style based on the readiness and maturity of

their followers. In the context of policing, this theory highlights the importance of the Chief

of Police's ability to assess the needs and capabilities of officers and adjust their leadership

approach accordingly (Kuykendall & Unsinger, 1982).

The ethical leadership theory (Brown et al., 2005) has also been applied to police leadership,

emphasizing the importance of the Chief of Police's moral character and integrity in shaping

the ethical climate of the organization. Studies have shown that ethical leadership is

associated with increased trust, legitimacy, and public cooperation with the police (Mazerolle

et al., 2013; Wolfe & Piquero, 2011).

Furthermore, the servant leadership theory (Greenleaf, 1977) has gained attention in the

context of police leadership. This theory emphasizes the leader's role in prioritizing the needs

and well-being of their followers and the community they serve. Researchers have suggested

that servant leadership can foster a culture of empowerment, collaboration, and community

engagement within police organizations (Vito et al., 2011).

TESIS MA DTK ZUL – 11/3/2024

In conclusion, efforts to theorize the leadership style of the Chief of Police have drawn upon

various theories and frameworks, including transformational leadership, situational

leadership, ethical leadership, and servant leadership. These perspectives provide valuable

insights into the impact of leadership on police organizations and their effectiveness in

serving the community. Further research is needed to explore the contextual factors that

influence the effectiveness of different leadership styles in policing and to develop evidence-

based practices for enhancing police leadership.

4.2 Transformational Leadership Theory

This study will adopt the transformational leadersship theory as its framework of analysis.

The transformational leadership theory, first introduced by James MacGregor Burns in 1978

and later expanded by Bernard Bass in 1985, provides a comprehensive framework for

understanding the leadership style of the Chief of Police (Bass, 1985; Burns, 1978). This

theory focuses on the leader's ability to inspire and motivate followers to achieve higher

levels of performance by appealing to their values, beliefs, and aspirations (Avolio & Bass,

2002). Transformational leaders exhibit four key behaviors: idealized influence, inspirational

motivation, intellectual stimulation, and individualized consideration (Bass & Riggio, 2006).

Idealized influence refers to the leader's ability to serve as a role model, demonstrating high

ethical standards and gaining the trust and respect of their followers (Avolio & Bass, 2002).

In the context of policing, a transformational Chief of Police would lead by example,

embodying the values of integrity, fairness, and professionalism (Densten, 2003). This

behavior helps to establish a strong organizational culture and fosters a sense of pride and

loyalty among officers (Schafer, 2010).

TESIS MA DTK ZUL – 11/3/2024

Inspirational motivation involves the leader's capacity to articulate a compelling vision and

inspire followers to work towards a shared goal (Bass & Riggio, 2006). A transformational

Chief of Police would communicate a clear and ambitious vision for the department,

emphasizing the importance of community service, crime reduction, and public safety

(Andreescu & Vito, 2010). By providing a sense of purpose and meaning, the leader can

enhance the motivation and commitment of officers (Murphy & Drodge, 2004).

Intellectual stimulation refers to the leader's ability to encourage creativity, innovation, and

critical thinking among followers (Avolio & Bass, 2002). A transformational Chief of Police

would challenge officers to question traditional practices, seek new solutions to problems,

and embrace change (Densten, 2003). By fostering a culture of learning and continuous

improvement, the leader can enhance the problem-solving capabilities and adaptability of the

department (Schafer, 2010).

Individualized consideration involves the leader's attention to the unique needs, abilities, and

aspirations of each follower (Bass & Riggio, 2006). A transformational Chief of Police would

recognize the individual strengths and weaknesses of officers, providing tailored support,

mentoring, and developmental opportunities (Andreescu & Vito, 2010). By demonstrating

genuine concern for the well-being and growth of officers, the leader can enhance their job

satisfaction, engagement, and retention (Murphy & Drodge, 2004).

The theory argues that transformational leaders elevate the morale and motivation of their

followers, leading to increased engagement, commitment, and organizational effectiveness

(Avolio & Bass, 2002). Empirical studies have found that transformational leadership is
TESIS MA DTK ZUL – 11/3/2024

positively associated with job satisfaction, organizational commitment, and extra effort

among police officers (Densten, 2003; Murphy & Drodge, 2004; Schafer, 2010). Moreover,

transformational leadership has been linked to improved community relations, reduced

complaints, and enhanced public trust in policing (Andreescu & Vito, 2010; Schafer, 2010).

In conclusion, transformational leadership theory provides a valuable framework for

understanding the leadership style of the Chief of Police. By embodying the four key

behaviors of idealized influence, inspirational motivation, intellectual stimulation, and

individualized consideration, a transformational Chief of Police can inspire and motivate

officers to achieve higher levels of performance, ultimately leading to increased

organizational effectiveness and better service to the community.

In the context of studying the leadership style of the Chief of Police, transformational

leadership theory sheds light on several key aspects:

1. Visionary Leadership

Transformational leaders articulate a compelling vision for the organization and inspire

followers to work towards its realization. In the case of the Chief of Police, the theory helps

understand how they communicate a vision for law enforcement, safety, and community

wellbeing in Malaysia.

2. Individualized Consideration

Transformational leaders demonstrate care and concern for the individual needs and

development of their followers. The study can explore how the Chief of Police fosters a
TESIS MA DTK ZUL – 11/3/2024

supportive environment for officers, encourages their professional growth, and addresses

their concerns.

3. Intellectual Stimulation

Transformational leaders stimulate creativity and innovation among their followers by

challenging assumptions and encouraging critical thinking. The research can investigate how

the Chief of Police encourages problem-solving, fosters a culture of learning, and promotes

new approaches to policing challenges in Malaysia.

4. Inspirational Motivation

Transformational leaders inspire and motivate followers through their charisma, optimism,

and passion. The study can examine how the Chief of Police inspires officers to uphold the

values of integrity, justice, and service, and how they instill pride and commitment in the

police force.

5. Idealized Influence

Transformational leaders serve as role models for their followers, embodying the values and

behaviors they seek to promote. The research can explore how the Chief of Police

demonstrates ethical leadership, builds trust, and cultivates a sense of shared identity and

purpose within the Malaysian police force.

By applying transformational leadership theory to the study of the Chief of Police's

leadership style, researchers can gain insights into how their leadership practices align with

the theory's principles and how they contribute to organizational effectiveness and employee

satisfaction within the Malaysian law enforcement context.

TESIS MA DTK ZUL – 11/3/2024

4.3 Application of the Theory to the Study

To apply transformational leadership theory to the study of the Chief of Police's leadership

style using a qualitative approach, researchers would focus on exploring the experiences,

perceptions, and insights of police officers regarding the leadership behaviors of their Chief

of Police and how these behaviors influence their performance, motivation, and commitment

(Densten, 2003; Murphy & Drodge, 2004).

The key variables in this study would be the transformational leadership behaviors of the

Chief of Police (idealized influence, inspirational motivation, intellectual stimulation, and

individualized consideration) and the outcomes related to officer performance, motivation,

and commitment (job satisfaction, organizational commitment, extra effort, and effectiveness)

(Bass & Riggio, 2006). However, in a qualitative study, these variables would not be

measured quantitatively but rather explored through in-depth interviews or focus groups

(Silverman, 2020).

To conduct the study, researchers would develop an interview guide or protocol that includes

open-ended questions designed to elicit officers' experiences and perceptions related to the

Chief of Police's leadership style (Brinkmann & Kvale, 2015). The questions would be

informed by the four transformational leadership behaviors and the expected outcomes. For

example:

1. Idealized Influence:

- How does the Chief of Police serve as a role model for officers? (Schafer, 2010)
TESIS MA DTK ZUL – 11/3/2024

- In what ways does the Chief of Police demonstrate ethical behavior and gain the trust and

respect of officers? (Andreescu & Vito, 2010)

2. Inspirational Motivation:

- How does the Chief of Police communicate the department's vision and goals? (Murphy &

Drodge, 2004)

- In what ways does the Chief of Police inspire and motivate officers to work towards these

goals? (Densten, 2003)

3. Intellectual Stimulation:

- How does the Chief of Police encourage officers to think creatively and innovatively?

(Bass & Riggio, 2006)

- In what ways does the Chief of Police challenge officers to question traditional practices

and seek new solutions to problems? (Schafer, 2010)

4. Individualized Consideration:

- How does the Chief of Police show concern for the individual needs and aspirations of

officers? (Andreescu & Vito, 2010)

- In what ways does the Chief of Police provide support, mentoring, and developmental

opportunities for officers? (Murphy & Drodge, 2004)

Researchers would then conduct semi-structured interviews or focus groups with a diverse

sample of police officers, ensuring representation from different ranks, units, and

demographic backgrounds (Patton, 2015). The interviews would be audio-recorded,

transcribed verbatim, and analyzed using thematic analysis (Braun & Clarke, 2006).
TESIS MA DTK ZUL – 11/3/2024

The thematic analysis would involve coding the interview transcripts to identify common

themes and patterns in officers' experiences and perceptions related to the Chief of Police's

leadership style and its impact on their performance, motivation, and commitment (Braun &

Clarke, 2006). Researchers would look for evidence of the four transformational leadership

behaviors and their influence on officer outcomes, as well as any other emerging themes that

may be relevant to the study (Densten, 2003; Murphy & Drodge, 2004).

By using a qualitative approach to apply transformational leadership theory to the study of

the Chief of Police's leadership style, researchers can gain rich, in-depth insights into how

specific leadership behaviors are experienced and perceived by officers, and how these

behaviors influence their performance, motivation, and commitment (Densten, 2003; Murphy

& Drodge, 2004; Schafer, 2010). This approach allows for a more nuanced understanding of

the complex dynamics between leadership and officer outcomes, ultimately contributing to

the development of evidence-based practices for enhancing police leadership and

organizational effectiveness (Andreescu & Vito, 2010; Bass & Riggio, 2006).

5. Framework of the Study

Based on the above text, the framework of the study is a qualitative application of

transformational leadership theory to examine the leadership style of the Chief of Police and

its impact on officer performance, motivation, and commitment.

The study framework incorporates the following key elements:

TESIS MA DTK ZUL – 11/3/2024

1. Theoretical Foundation: The study relies on transformational leadership theory, which

posits that effective leaders inspire and motivate followers to achieve higher levels of

performance by appealing to their values, beliefs, and aspirations (Bass & Riggio, 2006).

2. Leadership Behaviors: The study focuses on the four transformational leadership behaviors

exhibited by the Chief of Police: idealized influence, inspirational motivation, intellectual

stimulation, and individualized consideration (Bass & Riggio, 2006; Densten, 2003; Murphy

& Drodge, 2004).

3. Officer Outcomes: The study explores the impact of the Chief of Police's leadership style

on officer performance, motivation, and commitment, including job satisfaction,

organizational commitment, extra effort, and effectiveness (Andreescu & Vito, 2010;

Densten, 2003; Murphy & Drodge, 2004).

4. Qualitative Approach: The study employs a qualitative methodology, using in-depth

interviews or focus groups to gather rich, detailed data on officers' experiences and

perceptions of the Chief of Police's leadership style and its impact on their outcomes

(Brinkmann & Kvale, 2015; Patton, 2015).

5. Thematic Analysis: The study utilizes thematic analysis to identify common themes and

patterns in officers' experiences and perceptions related to the Chief of Police's leadership

style and its influence on their performance, motivation, and commitment (Braun & Clarke,

2006).
TESIS MA DTK ZUL – 11/3/2024

By combining transformational leadership theory with a qualitative approach, this study

framework allows researchers to gain a nuanced understanding of how the Chief of Police's

specific leadership behaviors are experienced and perceived by officers, and how these

behaviors influence officer outcomes. This framework contributes to the development of

evidence-based practices for enhancing police leadership and organizational effectiveness

(Andreescu & Vito, 2010; Bass & Riggio, 2006; Densten, 2003; Murphy & Drodge, 2004;

Schafer, 2010).

OFFICER OUTCOMES
LEADERSHIP Performance
BEHAVIOURS Motivation
THEORETICAL Commitment
Idealized influence
FOUNDATION
Inspirational motivation Job satisfaction,
Transformational Organizational
Intellectual stimulation,
Leadership Theory commitment
Individualized
consideration Extra effort
Effectiveness