(SWAITHE, 2001, 26-27).
Successful tactical management / leadership turn out to be more important as the pressures for larger implementation and restructuring required of law enforcement organisations, as police leadership entails an innovative approach to these demands. The law enforcement officers normally are under the direction of paramilitary and bureaucratic models of leadership, which models are represented by the extremely centralised and managed theories that police function is quantifiable and controllable. In this respect to deal with growing environmental and technological ambiguities, several agencies transformed to a specialized or post-bureaucratic model of leadership. This style of leadership involves an outstanding methodology to conceptualising organisational public management. Contemporary manners of law enforcement leadership facilitate a decentralisation of commitment, authority, power, and decision-making, together with community concern and assessment. (ROGERS, 2008, 38-39).
A better-suggested style of leadership that can possibly help law enforcement agencies as they progress in an environment transformation is Spiritual Leadership Style. This is a fundamental leadership concept for organisational change planned to generate an inherently stimulated, learning organisation. The principle of Spiritual Leadership is to initiate vision and value similarity across the strategic, empowered team and levels of individual and, finally, to promote advanced stages of organisational dedication and efficiency. Spiritual Leadership consists of the values, attitudes, and behaviours that one must assume to inherently motivate oneself and others in order that both have a feeling of spiritual endurance through calling and membership. Furthermore, the Spiritual Leadership paradigm offers an integrating Framework for a police department’s transformation struggle, specifically as it associates to growing stages of inherent motivation, dedication, productivity, and employee well-being.
Leadership style pertains to the prototype of behaviour a leader applies across the full diversity of leadership circumstances. Evaluating all the variables which influence the efficiency of the work environment and the optional effort prioritized by the group, Leadership Style demonstrates the greatest influence. The extensiveness of a leader’s collection of styles establishes his or her efficiency. Leaders descend toward styles that are considered natural to them, and may limit themselves to only those styles that appear naturally. What feels natural is principally determined by the leader’s individual proficiencies. In Leadership Style, there is no accurate or erroneous as the most successful style relies on, and differs according to the mission, people, and circumstance to deal with. These styles are comparatively successful depending on the characteristics of the circumstance, such as: 1) experience of the team. 2) employee strengths and weaknesses. 3) intricacy of the mission. 4) time pressures. 5) risk associated with deviation from performance. and resources available (time and people). (THIBAULT ET AL, 2004, 53-54).
Whilst managers deal a limitless range of leadership circumstances, research has revealed that there are basically six
(SWAITHE, 2001, 26-27).