Figure 2
The document includes two sections titled “Factors contributing to Engaging Leadership Behaviours (plus positively or minus negatively).” and “Factors contributing to Disengaging Leadership Behaviours (plus positively or minus negatively).” The text is organized into sections with bolded subheadings and bullet points beneath each. The first section is divided into three categories titled “Work demands,” “Job and organizational resources,” and “Individual factors.” Each categories contains bolded subheadings followed by bullet points. The first category, titled “Work demands,” includes four bullet points: “Workload supervisor positively/negatively.” “Disengaging leadership behaviour from senior supervisor negatively.” “Political-administrative pressure on supervisor negatively.” “Dysfunctional and or neglected team negatively.” The second category, titled “Job and organizational resources,” includes six main bullet points, some with sub-bullets: “Relational aspects: support from senior supervisor and management team colleagues, trust and safety in relation to senior supervisor and management team colleagues, recognition and appreciation of senior supervisor and organization positively.” “Autonomy supported by senior supervisor and organization positively.” “Fit with position and assignment positively.” “Growth and change: opportunities for growth and development supervisor, team growth, senior supervisor is a top-level sparring partner and gives feedback on performance and top-level management is change and development orientated positively.” “Collective accountability and results (management-) team positively.” “Organizational culture” includes: “High power distance negatively.” “Culture of fear negatively.” “Hierarchical culture negatively.” “Clan culture.” “Organizational structure” includes: “Organizational complexity and rigidity negatively.” “Centralization.” “Span of control negatively.” The third category, titled “Individual factors,” contains two bullet points: “Personal resources: motivation or drive of supervisor to perform meaningful work, contributing beyond one’s own person, self-knowledge of supervisor, self-efficacy of supervisor regarding work positively.” “Experiences with (senior) supervisors in the past of supervisor positively.” The first category, titled “Work demands,” includes two bullet points: “Distressing or complex situations with employees positively.” “Disengaging leadership (authoritarian) senior supervisor positively.” The second category, titled “Job and organizational resources,” includes three main bullet points: “Low level of feedback from senior supervisor or co-workers positively.” “Feedback from co-workers negatively.” “Organizational culture: Culture of fear positively.” The third category, titled “Individual factors,” contains two bullet points: “Socialization of supervisor positively.” “Self-knowledge of supervisor negatively.”Factors contributing to engaging and disengaging leadership behaviours within the police context. Source(s): Authors' own work