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Exploring the relationship between conservation of resources and regulatory mode in self-regulation: A qualitative study of mothers caring for children with long-term care needs
Full text linkPurpose: This research aims to explore the relationship between regulatory mode and conservation of resources (COR) within the context of self-regulation. It seeks to understand how an individual\u27s assessment or locomotion tendencies and their resource situation interact with and influence each other.
Study design/methodology/approach: A qualitative study was conducted using an interpretivist approach. Semi-structured interviews were conducted with 19 mothers caring for children with long-term needs. The interviews were analysed using NVivo and Excel to identify themes and evidence related to the research questions.
Findings: For the participant group of mothers, the findings indicate a direct link between assessment and locomotion tendencies, and their resource caravan or reservoirs. Those with locomotion tendencies were more likely to have a strong or positive resource caravan, whereas those with mixed assessment and locomotion tendencies had a limited resource caravan. Five resource groupings or caravans were identified, with positive mindfulness, positive psychology, and time emerging as predominant weak resources, and physical, cognitive, social, and financial resources as dominant positive resources. The study also found a direct link between current resource caravans and positive or negative resource passageways in most participants. The significance of time and social support in both constructs was also highlighted.
Originality/value: This research contributes to the literature by emphasising the importance of considering both regulatory mode and COR in understanding an individual\u27s self-regulation and resource situation. These findings provide insights into the specific resources and their impact on assessment and locomotion tendencies. This study also highlights the role of time and social support in the lives of parent carers. These findings can inform practical approaches to support parents caring for children with long-term illnesses
Culture and leader-follower relationships in policing
Full text linkIntroduction
The financial year 2022-2023 saw the highest number of voluntary police leavers overall and as a proportion of the workforce since records began in 2003 (The Home Office, 2023). Despite initiatives to improve matters, research of police leavers continues to highlight poor leadership as a dominant influence upon the decision to resign (Charman and Bennett, 2022). Including a perceived lack of support, autonomy, and voice in leavers relationships with leaders. This study seeks to contribute to addressing this situation through examining the link between police culture and leader-follower relationships. Consequently, it is relevant to police personnel, but also to the myriad of organisations, Government bodies and regulators associated with policing today. Many of which have been involved in the multiple reviews over the last decade which have advocated for the transformation of police leadership toward more participative modes.
Literature Review
Leader Member Exchange (LMX) is theory of leader-follower relations predicated upon long term relationships in which the socioemotional exchange and the associated perception of obligation and reciprocation are ongoing processes (Shore et al., 2006). High quality LMX relationships are characterised by greater degrees of mutual influence, reward, engagement, trust, communication, commitment, support, and respect (Bauer and Green, 1996). Given the link between police leadership and the decision to quit it is important to observe the interplay of LMX, organisational commitment and procedural injustice. In high quality LMX relationships the leader encourages employee commitment to the organisation (Graen, 1976) through frequent interactions and development opportunities, whilst high quality LMX is also proposed to result in a higher perception of procedural justice (Dulebohn et al., 2012).
Follower and leader characteristics, and context will influence LMX quality (Dulebohn et al., 2012). Individuals will generally show greater attraction toward those with whom they are similar (Byrne, 1971). Including in respect of their interests, attitudes, and values. Which in the work context may encompass facets of the organisation’s culture (van Breukelen, Schyns and le Blanc, 2006). LMX consensus will be higher in organisational cultures associated with supportive leadership (Tordera et al., 2008). Further, organisational culture influences the development of trust in relationships through shared values (Farnese, Benevene and Barbieri, 2022) which are also aspects of high quality LMX relationships (Markham et al., 2010).
The concept of police culture concerns the norms, values and beliefs shared by policing practitioners (Bacon, 2022). Including the wealth of knowledge and experience upon which practitioners draw and interpret in their daily lives when dealing with the unique challenges presented by their roles (Cockcroft, 2020). The central tenets of police culture including the possession of specific values, the importance of identity, the meaning ascribed to police work and an action orientation; coupled with characteristics of pragmatism, solidarity, cynicism, mission focus, machismo, and conservatism (Caveney et al., 2020). Classical approaches emphasising adherence to hierarchy, discipline, command and control ethos (Myhill and Bradford, 2013). In addition to the strong in-group mentality and internal solidarity expected of police personnel (Myhill and Bradford, 2013) which include suspicions of leadership and their ability to deliver positive change in the organisation (Villiers, 2003). All of which will have significant influence on leader-follower relationships.
Whilst the prevalence of these characteristics continues to be recognised, greater subtlety has emerged in academic and professional discourse as understanding of the influences on culture develops (Caveney et al., 2020). Particularly in respect of the individual differences between practitioners and the consequences of these for behaviour (Ingram et al., 2013). Such that previous simple depictions of police culture are increasingly superseded by more complex and contingent conceptualisations (Caveney et al., 2020). Including recognition of the social, organisational, political, and technological factors which will influence the culture of a policing organisation and their dynamism (Reiner, 2015).
Given the link between organisational culture and LMX, the author proposes that the culture a police professional experiences in their working environment is a function of the overall culture of policing, the unique culture of the specific police force in which they work and the subculture(s) of their individual division, unit and/or team. These are mutually influencing, as well as collectively and individually influenced by the wide range of factors exerting forces upon culture. In turn, each of these cultural facets will manifest in their own distinctive values, norms, and discourse. Though there may be commonalities between them given their inter-dependency. Collectively, these cultures will influence the development and quality of leader-follower exchange relationships, though individual and contextual factors will also play their part.
Research Question, Aims & Objectives
Given the interplay of leader-follower relationships, leadership in policing and organisational cultures, this project will seek to answer the following research question: From the perspective of practitioners, what factors influence leader-follower relationships in the policing context?
This research project therefore aims to explore leader-follower interactions in the policing context through developing understanding as to the influences upon these. Consequently, the project seeks to achieve the following objectives:
To engage police practitioners in the exploration of their in-work relationships with colleagues across the rank, role, and specialisation structures.
To explore the potential existence of themes amongst influences upon interpersonal relationships, including the extent to which these may have a positive or negative impact.
Contribution To Knowledge & Professional Practice
This is potentially the first research project to explore influences upon interpersonal relationships in policing, including the potential consequences of police culture upon the dynamics of engagement between leaders and followers. Any recommendations arising from this research therefore have the potential to address, at least in part, the challenges identified by Charman and Bennett (2022) in respect of perceived organisational injustice. Through their incorporation into leadership development programmes and wider professional guidance. Whilst also recognising the importance of leadership development for all which conceptualises leadership as a process encompassing all parties to the relationship (Day et al., 2021). In addition to generating conversation and reflection amongst police practitioners in respect of their interactions. Increasing the likelihood of the benefits of enhanced interpersonal relationships being more widely realised in policing, including improving retention.
Further, the study seeks to potentially contribute to the fields of police and leadership studies in three areas. Firstly, responding to the recognition by Oc et al. (2023), amongst others, that it is necessary to examine both sides of the leader-follower dyad to gain a holistic understanding of leadership. Particularly when investigating themes integral to this research proposal, including interactions, exchanges and reciprocity between leaders and followers, and the characteristics of dyadic relationships (Kim et al., 2020). Secondly, Oc et al. (2023) recognise limited attention in empirical work to specific follower characteristics and their influence on relationships with leaders. Particularly follower behaviours and group interactions. Given that both aspects are significantly influenced by organisational and/or occupational culture (Schein, 1997), this research therefore has the potential to expand understanding of their influence on leader-follower relationships. Finally, this study aspires to extend the work of Charman and Bennett (2022) in relation to perceptions of organisational justice in policing, particularly in respect to the behaviour of leaders.
Methods
This two stage multi-method qualitative study will engage participants from two police forces in virtual semi-structured interviews and focus groups to explore their experiences of and perspectives on police leadership and culture. Participants will be drawn from across the ranks, roles, and divisions of each force. The results will be thematically analysed between phases one and two, to inform the latter which will include the generation of ideas for future leadership development initiatives.
References
Bacon, M. (2022) Desistance from criminalisation: police culture and new directions in drugs policing. Policing and Society, 324, pp.522–539.
Bauer, T.N. and Green, S.G. (1996) Development of a Leader-member exchange: a longitudinal test. Academy of Management Journal, 396, pp.1538–1567.
van Breukelen, W., Schyns, B. and Le Blanc, P. (2006) Leader-member exchange theory and research: accomplishments and future challenges. Leadership, 23, pp.295–316.
Caveney, N., Scott, P., Williams, S. and Howe-Walsh, L. (2020) Police reform, austerity and ‘cop culture’: time to change the record? Policing and Society, 3010, pp.1210–1225.
Charman, S. and Bennett, S. (2022) Voluntary resignations from the police service: the impact of organisational and occupational stressors on organisational commitment. Policing and Society, 322, pp.159–178.
Cockcroft, T. (2020) Police Occupational Culture. Bristol: Policy Press.
Day, D. V., Riggio, R.E., Tan, S.J. and Conger, J.A. (2021) Advancing the science of 21st-century leadership development: Theory, research, and practice. The Leadership Quarterly, 325, p.101557.
Dulebohn, J.H., Bommer, W.H., Liden, R.C., Brouer, R.L. and Ferris, G.R. (2012) A meta-analysis of antecedents and consequences of leader-member exchange: integrating the past with an eye toward the future. Journal of Management, 386, pp.1715–1759.
Farnese, M.L., Benevene, P. and Barbieri, B. (2022) Learning to trust in social enterprises: The contribution of organisational culture to trust dynamics. Journal of Trust Research, 122, pp.153–178.
Graen, G., (1976) Role making processes within complex organizations. In: M.D. Dunnette, ed., Handbook in industrial and organizational psychology. Chicago: Rand Mcnally, pp.1201–1245.
Kim, J., Yammarino, F.J., Dionne, S.D., Eckardt, R., Cheong, M., Tsai, C.-Y., Guo, J. and Park, J.W. (2020) State-of-the-science review of leader-follower dyads research. The Leadership Quarterly, 311, p.101306.
Markham, S.E., Yammarino, F.J., Murry, W.D. and Palanski, M.E. (2010) Leader–member exchange, shared values, and performance: Agreement and levels of analysis do matter. The Leadership Quarterly, 213, pp.469–480.
Myhill, A. and Bradford, B., (2013) Overcoming cop culture? Organizational justice and police officers’ attitudes toward the public. Policing: An International Journal of Police Strategies & Management, 362, pp.338–356.
Oc, B., Chintakananda, K., Bashshur, M.R. and Day, D. V. (2023) The study of followers in leadership research: A systematic and critical review. The Leadership Quarterly, 341, p.101674.
Reiner, R. (2015) Revisiting the Classics: Three Seminal Founders of the Study of Policing: Michael Banton, Jerome Skolnick and Egon Bittner. Policing and Society, 253, pp.308–327.
Scandura, T.A. and Pellegrini, E.K. (2008) Trust and Leader—Member Exchange. Journal of Leadership & Organizational Studies, 152, pp.101–110.
Schein, E. (1997) Organizational Culture & Leadership. San Francisco: Jossey-Bass.
Schyns, B. and Day, D. (2010) Critique and review of leader–member exchange theory: Issues of agreement, consensus, and excellence. European Journal of Work and Organizational Psychology, 191, pp.1–29.
Shore, L.M., Tetrick, L.E., Lynch, P. and Barksdale, K., (2006) Social and economic exchange: construct development and validation. Journal of Applied Social Psychology, 364, pp.837–867.
Tordera, N., González-Romá, V. and Peiró, J.M. (2008) The moderator effect of psychological climate on the relationship between leader – member exchange (LMX) quality and role overload. European Journal of Work and Organizational Psychology, 171, pp.55–72.
Villiers, P. (2003) Philosophy, doctrine, and leadership: some core beliefs. In: R. Adlam and P. Villiers, eds., Police Leadership in the 21st Century. Winchester: Waterside Press, pp.15–33
Is Western leadership development fit for purpose? -- A Case Study of an International Hotel based in China.
Full text linkBackground-
The rapidly developing hotel industry in China made a total profit of 3,791 billion RMB and accounted for 0.7 percent of the GDP and 0.6 percent of the total workforce. Amidst this rapid development, China’s labor-intensive hotel industry faces several challenges, leadership development being seen to enhance the situation.
Several studies which related to leadership development in international hotels conducted under western context and theories. The most leadership development studies have been developed in Western economics, which ignores the cultural, political, and labor market differences of leadership development (Chow, 2021; Dai et al, 2013).
Through the upstanding of leadership development theories, I assumed that the Western concept of leadership development may not be suitable for China, with it being important to contextualize any leadership study.
Theory
Recent attention to the organizational context of leadership development has tended to emphasize competitive advantage and the value of such investments (Deloitte, 2014), with specific reference being made to the performance of executive leaders (Li et al, 2013). Day (2000) argued that leader development aims at building human capital, while leadership development aims at building social capital. Leader development is one of the parts of leadership development and supported leadership development from each individuals. For this research, leadership development is the priority to explore based on the views of individual leaders.
Current literature has shown two main agendas in the Chinese context. One is to compare and implement western leadership development theories into Chinese context; the other is to concentrate on the establishment of theoretic foundation to develop Chinese leadership and leadership development theory (Selvarajah and Meyer, 2008).
The existing literature presents a variety of leadership development approaches that are/have been applied in organizations to improve performance management and enhance productivity, such as 360-degree feedback, coaching, mentoring, action learning （ Day 2000 and Day et al, 2021） ， experiential learning, specific job assignments, corporate case studies, skill-based training, and classroom-type leadership training （Bolden, 2016）. Three main leadership development interventions will be explored in this research context, include experienced-based approach, formal training, and coach.
Purpose- In broad terms, the proposed research seeks to address how leadership development is perceived in a case-study organisation. Thus, the key research question that drives the proposed study is to explore the perception of leadership development and the effectiveness of leadership development.
Research Questions:
How do domestic hotel managers perceive and understand leadership and leadership development?
What are the current leadership development practices within the case study hotel?
What are the implications of this analysis for leadership development practice within this context?
Design/method- The methodology framework for this research is informed by a social constructionist philosophy and a critical case study research design.
Result/Conclusions - In terms of the theoretical contribution for this research, it will develop key concepts of leadership/leadership development and fill the gap of leadership development theories in Chinese context natures shown that western leadership development not complete fit to Chinese context.
The difference of leader development and leadership development is focus on the characters of human capital and social capital. The first phase (document analysis) in this research has been completed. The document content of training program in case study hotel gave more attention to management skills rather the leadership development. For the first document analysis stage, there is no data to show the effectiveness of perceived leadership development and leaders’ perception of leadership development, the data from semi-structured interviews currently analysis by the method of temple analysis.
 
An exploration of the workplace experiences of the international clinical workforce in the public sector
Full text linkExtended abstract submitted for the Faculty of Business and Law Research Day 2022
Understanding healthy remote and hybrid work: developing a framework for practitioners
Full text linkExtended abstract submitted for the Faculty of Business and Law Research Day 2022
Menopause behind locked doors - a phenomenological study of UK prison officers
Full text linkExtended abstract submitted for the Faculty of Business and Law Research Day 2022
A critical reflection on quantitative research
Full text linkThis extended abstract is submitted for the Faculty of Business and Law Research Day 2022
Conservation of resources and regulatory mode: the passageways that bind us
Full text linkExtended abstract submitted for the Faculty of Business and Law Research Day 2022
Compassionate employees: An exploration of working in a psychologically informed environment and the impact this has on engagement?
Full text linkExtended abstract submitted for the Faculty of Business and Law Research Day 2022
What is action ethnography?
Full text linkThis extended abstract is for the Faculty of Business and Law Research Day 2022
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