The effects of different leadership qualities on psychological resilience of police personnel. Wim Kamphuis Roos Delahaij

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Percival Dorsey
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1 The effects of different leadership qualities on psychological resilience of police personnel Roos Delahaij

2 1 Background Policing highly demanding occupation Operational stressors Verbal and physical violence Domestic disputes Human suffering Organisational stressors Bureaucracy Organizational capacity (staffing) Cut-backs and reorganisations Reduced resilience in 25-37% of Dutch police employees (AEF, 2011) Police Program Reinforcing Professional Resilience Development of Police Resilience Monitor

3 2 Resilience approach Resilience can be defined as an adaptational process in which an individual s psychological, physiological and social resources drive recovery, sustainable motivation, performance and well-being in spite of trauma, hardship or demanding conditions. (e.g., Zautra et al, 2010) Resources Demands Outcomes

4 3 Police Resilience Monitor (Delahaij, Binsch, & Kamphuis, 2012) Resources Personal Family and friends Team Leader Organisation Transformational Participative Leader efficacy Demands Operational Organisational Outcomes Well-being Motivation Performance

5 4 Validation study Participants 449 police officers from 3 districts 72,4% Male, 24,3% Female, 3,3% unknown During large reorganization Aim Investigate internal consistency of scales Reduce number of items if possible Exploratory analyses Hierarchical regression analyses Investigate relative importance of resources for outcomes Focus on different leadership qualities

6 5 Included leadership scales Transformational leadership Newly developed scale (based on e.g., Avolio & Bass, 1995) 5 items, α =.90 E.g., My direct supervisor helps or supports me when I m having a hard time Participative leadership Original scale Dutch Police Employee Satisfaction Survey (ESS) 4 items, α =.87 E.g., Do you have a say in decisions related to your work? Leader efficacy Newly developed scale 3 items, α =.92 E.g., My direct supervisor is decisive Outcome measures Mostly existing scales Dutch Police ESS (3 for Well-being, 3 for Motivation, 1 for Performance)

7 6 Well-being Personal Family & Friends 28% 44% 41% Recovery needed after work R 29% Team 2% 2% Energy 53% Leader Organisation 3% 4% 1% Stress symptoms S 47% R square change next to arrows

8 7 Well-being Transformational Leadership.16* -.33** Recovery needed after work 4% Participative Leadership -.16*.26** Energy 19% Stress symptoms Leader Efficacy 14% Beta weights next to arrows * p <.05; ** p <.01

9 8 Motivation Personal 46% Family & Friends 39% 17% Job satisfaction J 48% Team 2% Work engagement W 5% 56% Leader 10% Cynicism C 3% 22% Organisation R square change next to arrows

10 9 Transformational Leadership.25**.36** Motivation Job satisfaction Participative Leadership.15* Work engagement 14% 18% Leader Efficacy Cynicism Beta weights next to arrows * p <.05; ** p <.01

11 10 Personal 48% Performance Family & Friends Team Leader 2% Performance during last incident 54% Organisation R square change next to arrows

12 11 Performance Transformational Leadership Participative Leadership Performance during last incident 4%.24** Leader Efficacy Beta weights next to arrows * p <.05; ** p <.01

13 12 Conclusion Overall Resources at all levels important for resilient outcomes (effects of family and friends mediated by personal level resources) Relatively large proportions of explained variance Leader resources Different leadership factors affect different resilience outcomes Transformational leadership most important for well-being and motivation Participative leadership also relevant for well-being and motivation Leader efficacy no relation with well-being and motivation, but significant predictor of performance All leadership factors at least once unique predictor of one of the outcomes

14 13 Future research Need to further investigate mediating effects (e.g., effect of leader through personal resources) Need to investigate interactions with demands (which resources buffer which demands?) Need to collect longitudinal data and use external criterion (e.g., absenteeism data) Need for multilevel designs

15 14 Contact/ Questions

RELATIONSHIP OF POSITIVE PSYCHOLOGICAL CAPITAL AND EMOTIONAL INTELLIGENCE WITH WORK OUTCOMES

RELATIONSHIP OF POSITIVE PSYCHOLOGICAL CAPITAL AND EMOTIONAL INTELLIGENCE WITH WORK OUTCOMES A SUMMARY OF RESEARCH WORK DONE SUBMITTED TO FACULTY OF SOCIAL SCIENCES DOCTOR OF PHILOSOPHY IN PSYCHOLOGY Supervisor: