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TitleA Study of Transformational Leadership Practices to Police Officers' Job Satisfaction and
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                            Seton Hall University
eRepository @ Seton Hall
	Spring 5-21-2018
A Study of Transformational Leadership Practices to Police Officers' Job Satisfaction and Organizational Commitment
	John P. Decker
		Recommended Citation
tmp.1524169774.pdf.WV2TR
                        
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Page 1

Seton Hall University
eRepository @ Seton Hall
Seton Hall University Dissertations and Theses
(ETDs)

Seton Hall University Dissertations and Theses

Spring 5-21-2018

A Study of Transformational Leadership Practices
to Police Officers' Job Satisfaction and
Organizational Commitment
John P. Decker
[email protected]

Follow this and additional works at: https://scholarship.shu.edu/dissertations

Part of the Business Administration, Management, and Operations Commons, Law Enforcement
and Corrections Commons, Leadership Studies Commons, Organizational Behavior and Theory
Commons, and the Organization Development Commons

Recommended Citation
Decker, John P., "A Study of Transformational Leadership Practices to Police Officers' Job Satisfaction and Organizational
Commitment" (2018). Seton Hall University Dissertations and Theses (ETDs). 2505.
https://scholarship.shu.edu/dissertations/2505

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Page 2

A STUDY OF TRANSFORMATIONAL LEADERSHIP PRACTICES TO POLICE





John P. Decker











Dissertation Committee

Daniel Gutmore, Ph.D., Mentor

Gerard Babo, Ed.D.

Jeffrey Dino, Ed.D.









Submitted in partial fulfillment

of the requirements for the degree of

Doctor of Education



Seton Hall University

2018

Page 104

92

Summary

This section has outlined the instrumentation, population, data collection, and analytical

techniques that were used throughout this quantitative design study. The purpose of this study

was to answer the question originally posed by Kieres (2012), “What, if any, impact do

principals’ transformational leadership behaviors have on teachers’ job satisfaction and

organizational commitment beyond that of transactional leadership practices?” as well as the four

subsidiary questions (pp. 56-57) in a differing sample population. In this study, principals were

replaced by police chiefs and teachers by police officers, so the direct purpose of this study was

to determine “What, if any, impact do police chiefs’ transformational leadership behaviors have

on police officers’ job satisfaction and organizational commitment beyond that of transactional

leadership practices?” as well as answer the four subsidiary questions. The study was expected

to reveal new information about the relationship between municipal police chiefs’ leadership

practices and police officers’ job satisfaction and organization commitment to their respective

law enforcement agencies.

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93

CHAPTER IV

ANALYSIS OF DATA

Introduction

The purpose of this research study was to answer the following question; Beyond that of

transactional leadership practices, what, if any, impact do police chiefs’ transformational

leadership behaviors have on police officers’ job satisfaction and organizational commitment?

In addition, the following four subsidiary questions were presented:

1. Beyond the effects of contingent reward (transactional leadership behavior), what

additional contribution does the use of idealized influence as a practice have on

police officers’ job satisfaction and organizational commitment?

2. Beyond the effects of contingent reward (transactional leadership behavior), what

additional contribution does the use of inspirational motivation as a practice have on

police officers’ job satisfaction and organizational commitment?

3. Beyond the effects of contingent reward (transactional leadership behavior), what

additional contribution does the use of intellectual stimulation as a practice have on

police officers’ job satisfaction and organizational commitment?

4. Beyond the effects of contingent reward (transactional leadership behavior), what

additional contribution does the use of individualized consideration as a practice have

on police officers’ job satisfaction and organizational commitment?

In order to answer these specific questions posed in this research study, this researcher

engaged in a quantitative study with a correlational design. Four-hundred and thirty

questionnaires were disseminated and 166 police officers from five different police agencies in

central New Jersey responded to a survey questionnaire comprised of three established

Page 208

196



Appendix E: Approval from Mindgarden Inc.

Page 209

197

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