Encouraging participation in a "right to remain silent" organization : exploring the purpose of leadership training in a police department
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A recent increase in employer-sponsored leadership training programs across a number of different industries in the U.S. requires scholars to reconsider privileging of participative leadership strategies over others. Engaging in communication-oriented, democratic leadership takes time, energy, and resources that organizations may not always be willing to provide. This study examines a police department leadership training academy in order to analyze the way in which contemporary leadership strategies might be impractical in certain organizational contexts complicating our theories of leadership. Drawing upon interview data from 15 participants in the leadership training workshop and one supervisor, this study highlights how collaborative leadership styles can be problematic and begins to question the true purpose of leadership development. More specifically, it is argued that these training programs are more focused on changing identity rather than improving leader skills.