ARTICLE

PUNJAB POLICE LEADERSHIP STYLES AND BURNOUT IN BAHAWALPUR DISTRICT

  1. HOME
  2. ARTICLE

02 Pages : 12-23

http://dx.doi.org/10.31703/gsr.2024(IX-II).02      10.31703/gsr.2024(IX-II).02      Published : Jun 2024

Punjab Police: Leadership Styles and Burnout in Bahawalpur District

Abstract

    The present study investigates how leadership styles can lead to burnout and organizational engagement via sample of 100 officers from the executive arm of the Punjab Police Department. A random sampling method was used based on primary sources. The required information was obtained from Bahawalpur District police. Data analysis for this research is done using correlation and multiple linear regression, while Cronbach's alpha is used to evaluate the survey instrument's reliability. Additionally, the regression results show that there is no considerable and instantaneous effect of transformational leadership on job burnout. In addition, transactional and laissez-faire leadership styles significantly lead to job burnout. In the Punjab Police Agency, its leadership applies transactional and laissez-faire approaches which results rise in turnover levels year after year within the organization. Given the results, senior management should therefore consider and implement guidelines that encourage revolutionary approaches towards managing people in leadership to minimize burnout.

    Leadership Style, Organizational Engagement, Punjab Police, Bahawalpur

    (1) Hafiz Ghulam Muhtada
    PhD Scholar, Department of International Relations, Government College University Faisalabad, Punjab, Pakistan.
    (2) Zil-e-Huma Rafique
    Assistant Professor, Department of Pakistan Studies, Government College University Faisalabad, Punjab, Pakistan.
    (3) Ghulam Mustafa
    Associate Professor, Department of International Relations, Government College University Faisalabad, Punjab, Pakistan.
Fulltext PDF

References

  • Allen, N. J., & Meyer, J. P. (1990). The measurement and antecedents of affective, continuance, and normative commitment to the organization. Journal of Occupational Psychology, 63(1), 1–18. https://doi.org/10.1111/j.2044-8325.1990.tb00506.x

  • Anderson, C., & Brown, C. E. (2010). The functions and dysfunctions of hierarchy. Research in Organizational Behavior, 30, 55–89. https://doi.org/10.1016/j.riob.2010.08.002
  •  Anderson, E. W. (1998). Customer satisfaction and word of mouth. Journal of Service Research, 1(1), 5–17. https://doi.org/10.1177/109467059800100102
  • Avolio, B. J., Bass, B. M., & Jung, D. I. (1999). Re‐examining the components of transformational and transactional leadership using the Multifactor Leadership. Journal of Occupational and Organizational Psychology, 72(4), 441–462. https://doi.org/10.1348/096317999166789
  • Bass, B. M., & Avolio, B. J. (1993). Improving Organizational Effectiveness through Transformational Leadership. http://ci.nii.ac.jp/ncid/BA2166742X
  • Brill, P. L. (1984). The need for an operational definition of burnout. Family & Community Health, 6(4), 12–24. https://doi.org/10.1097/00003727-198402000-00005
  •  Burke, R. J. (1993). Toward an understanding of psychological burnout among police officers. Journal of Social Behavior and Personality. https://psycnet.apa.org/record/1994-11954-001
  • Campbell, S. B., Pierce, E. W., Moore, G., Marakovitz, S., & Newby, K. (1996). Boys’ externalizing problems at elementary school age: Pathways from early behavior problems, maternal control, and family stress. Development and Psychopathology, 8(4), 701–719. https://doi.org/10.1017/s0954579400007379
  • Cropanzano, R., Bowen, D. E., & Gilliland, S. W. (2007). The management of organizational justice. ˜the œAcademy of Management Perspectives/Academy of Management Perspectives, 21(4), 34–48. https://doi.org/10.5465/amp.2007.27895338
  • Edelwich, J., & Brodsky, A. (1980). Burn-out: Stages of disillusionment in the helping professions (Vol. 1). Human Sciences Press.
  • Eid, J., Johnsen, B. H., Bartone, P. T., & Nissestad, O. A. (2008). Growing transformational leaders: exploring the role of personality hardiness. Leadership & Organization Development Journal, 29(1), 4–23. https://doi.org/10.1108/01437730810845270
  • Etzion, D. (1987). Burning out in management: A comparison of women and men in matched organizational positions. Israel Social Science Research. https://psycnet.apa.org/record/1989-34896-001
  • Goleman, D., & Boyatzis, R. (2008). Social intelligence and the biology of leadership. PubMed, 86(9), 74–81, 136. https://pubmed.ncbi.nlm.nih.gov/18777666
  •  Harris, K. J., & Kacmar, K. M. (2006). Too much of a good thing: the curvilinear effect of Leader-Member exchange on stress. ˜the œJournal of Social Psychology/Journal of Social Psychology, 146(1), 65–84. https://doi.org/10.3200/socp.146.1.65-84
  • Harrison, W. D. (1983). A social competence model of burnout. In B. A. Farber (Ed.), Stress and burnout in the human services professions (Vol. 1, pp. 29–39). Pergamon Press.
  • Hayes, A. F. (2012). PROCESS: A versatile computational tool for observed variable mediation, moderation, and conditional process modeling. University of Kansas.
  • House, R. J., & Mitchell, T. R. (1975). Path-goal theory of leadership. Faculty of Management Studies, University of Toronto.
  • Howell, J. P., Bowen, D. E., Dorfman, P. W., Kerr, S., & Podsakoff, P. M. (1990). Substitutes for leadership: Effective alternatives to ineffective leadership. Organizational Dynamics, 19(1), 21–38. https://doi.org/10.1016/0090-2616(90)90046-r
  •  Jackson, T. (2016). The relationship between transformational leadership style and employees’ perception of leadership success in higher education. Scholars Crossing. https://digitalcommons.liberty.edu/doctoral/1421/
  •  Jermier, J. M., Gaines, J., & McIntosh, N. J. (1989). Reactions to physically dangerous work: A conceptual and empirical analysis. Journal of Organizational Behavior, 10(1), 15–33. https://doi.org/10.1002/job.4030100103
  •  Karakus, M., Ustuner, M., & Toprak, M. (2014). Two alternative models on the relationships between organizational justice, organizational commitment, burnout, and job satisfaction of education supervisors. KEDI Journal of Educational Policy, 11(1), 69–94.
  • Kirkpatrick, S. A., & Locke, E. A. (1991). Leadership: do traits matter? Academy of Management Perspectives, 5(2), 48–60.
  • Li, Y. (2014). Building affective commitment to organization among Chinese university teachers: the roles of organizational justice and job burnout. Educational Assessment, Evaluation and Accountability, 26(2), 135–152. https://doi.org/10.1007/s11092-014-9192-3
  • Lord, R. G., De Vader, C. L., & Alliger, G. M. (1986). A meta-analysis of the relation between personality traits and leadership perceptions: An application of validity generalization procedures. Journal of Applied Psychology, 71(3), 402–410. https://doi.org/10.1037/0021-9010.71.3.402
  •  Maslach, C. (1982). Understanding burnout: Definitional issues in analyzing a complex phenomenon. In W. S. Paine (Ed.), Job stress and burnout (pp. 29–40). Sage.
  • Mercado-Salgado, P., & Gil-Monte, P. R. (2010). Influence of Organizational Commitment in the Relationship between Interpersonal Conflicts and Burnout among Service Professionals ls (Health and Education). Innovar, 20(38), 161–174.
  • Meyer, J. P., Allen, N. J., & Smith, C. A. (1993). Commitment to organizations and occupations: Extension and test of a three-component conceptualization. Journal of Applied Psychology, 78(4), 538–551. https://doi.org/10.1037/0021-9010.78.4.538
  • Mowday, R. T., Steers, R. M., & Porter, L. W. (1979). The measurement of organizational commitment. Journal of Vocational Behavior, 14(2), 224–247. https://doi.org/10.1016/0001-8791(79)90072-1
  •  Newton, M. R. (2016). Emotional intelligence and leadership styles among law enforcement leaders: A correlational study. Northcentral University.
  • O’Driscoll, M. P., & Beehr, T. A. (1994). Supervisor behaviors, role stressors and uncertainty as predictors of personal outcomes for subordinates. Journal of Organizational Behavior, 15(2), 141–155. https://doi.org/10.1002/job.4030150204
  • Pierce, J. L., & Newstrom, J. W. (1999). Leaders & the Leadership Process: Readings, Self-Assessments & Applications. http://ci.nii.ac.jp/ncid/BA2506411X
  • Pines, A. (1982). Changing organizations: Is a work environment without burnout an impossible goal? Job Stress and Burnout.
  • Salehi, M., & Gholtash, A. (2011). The relationship between job satisfaction, job burnout and organizational commitment with the organizational citizenship behavior among members of faculty in the Islamic Azad University –first district branches, in order to provide the appropriate model. Procedia: Social & Behavioral Sciences, 15, 306–310. https://doi.org/10.1016/j.sbspro.2011.03.091
  • Schafer, J. A. (2010). Effective leaders and leadership in policing: traits, assessment, development, and expansion. Policing, 33(4), 644–663. https://doi.org/10.1108/13639511011085060
  •  Schaufeli, W. B., & Buunk, B. P. (2002). Burnout: An Overview of 25 Years of Research and Theorizing. The Handbook of Work and Health Psychology, 383–425. https://doi.org/10.1002/0470013400.ch19
  • Slate, R. N., Johnson, W. W., & Colbert, S. S. (2007). Police stress: a structural model. Journal of Police and Criminal Psychology, 22(2), 102–112. https://doi.org/10.1007/s11896-007-9012-5
  • Sternberg, R. J. (2007). A systems model of leadership: WICS. American Psychologist/˜the œAmerican Psychologist, 62(1), 34–42. https://doi.org/10.1037/0003-066x.62.1.34
  •  Stinchcomb, J. B. (2004). Searching for stress in all the wrong places: Combating chronic organizational stressors in policing. Police Practice & Research, 5(3), 259–277. https://doi.org/10.1080/156142604200227594
  • Stogdill, R. M., & Coons, A. E. (1957). Leader behavior: Its description and measurement.
  • Yasir, M., Imran, R., Irshad, M. K., Mohamad, N. A., & Khan, M. M. (2016). Leadership styles in relation to employees’ trust and organizational change capacity. SAGE Open, 6(4), 215824401667539. https://doi.org/10.1177/2158244016675396

Cite this article

APA

CHICAGO

    CHICAGO : Muhtada, Hafiz Ghulam, Zil-e-Huma Rafique, and Ghulam Mustafa. 2024. "Punjab Police: Leadership Styles and Burnout in Bahawalpur District." Global Sociological Review, IX (II): 12-23 doi: 10.31703/gsr.2024(IX-II).02

HARVARD

    HARVARD : MUHTADA, H. G., RAFIQUE, Z. & MUSTAFA, G. 2024. Punjab Police: Leadership Styles and Burnout in Bahawalpur District. Global Sociological Review, IX, 12-23.

MHRA

    MHRA : Muhtada, Hafiz Ghulam, Zil-e-Huma Rafique, and Ghulam Mustafa. 2024. "Punjab Police: Leadership Styles and Burnout in Bahawalpur District." Global Sociological Review, IX: 12-23

MLA

    MLA : Muhtada, Hafiz Ghulam, Zil-e-Huma Rafique, and Ghulam Mustafa. "Punjab Police: Leadership Styles and Burnout in Bahawalpur District." Global Sociological Review, IX.II (2024): 12-23 Print.

OXFORD

    OXFORD : Muhtada, Hafiz Ghulam, Rafique, Zil-e-Huma, and Mustafa, Ghulam (2024), "Punjab Police: Leadership Styles and Burnout in Bahawalpur District", Global Sociological Review, IX (II), 12-23

TURABIAN

    TURABIAN : Muhtada, Hafiz Ghulam, Zil-e-Huma Rafique, and Ghulam Mustafa. "Punjab Police: Leadership Styles and Burnout in Bahawalpur District." Global Sociological Review IX, no. II (2024): 12-23. https://doi.org/10.31703/gsr.2024(IX-II).02