Swanson and his colleagues, in the book about Police Administration, write from their personnel experiences. As it states in the preface, the three authors have been (collectively) police officers, detectives, administrators, and educators, and have studied, practiced, researched, taught, and consulted on police administration. During these experiences, they have developed many attitudes toward leadership and leadership styles.
And a great deal of their book is devoted to a stream of questioning concerning what makes a successful leader? Are there certain traits and distinctive characteristics known as "dispositions" that make one person a leader over another? Or does the leader evolve out of the situation. In effect, this is a question of is a leader made or is he or she born?
They argue that charismatic leadership has the effect of strongly engaging followers' self-concepts in the interest of the mission articulated by a leader. The theory suggests that charismatic leaders increase the intrinsic variance of efforts and goals by linking them to valued aspects of followers' self-concepts (Swanson, et al., 2000).
In one part of their book, they discuss the Blake and Mouton Managerial Grid, wherein two managerial traits are measured "(1) concern for production and (2) concern for people. Each axis or dimension is measured from 1, meaning low concern, to 9, indicating high concern." The grid then identifies five types of manager.
Country Club, or a 1-9, (concerned about the wants and needs of people);
Team, or a 9-9 where the goal is to motivate production through team spirit;
Organization Man, or 5-5 where work goals and morale are equally important
Impoverished Management, or 1-1, where only minimum management is exerted
Authority-Obedience, or 9-1 where people are subjugated to the goals of the organization (Swanson, 2000, 223).
According to the Blake-Mouton theory, each of these five are stil...