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The impact of supervisor–subordinate relationships and a trainee characteristic upon police officer work outcomes

Published online by Cambridge University Press:  26 July 2016

Yvonne Brunetto ,
Stephen Teo ,
Kate Shacklock ,
Rod Farr-Wharton  and
Art Shriberg
Yvonne Brunetto*
Affiliation:
Southern Cross Business School, Southern Cross University, Bilinga, QLD, Australia
Stephen Teo
Affiliation:
School of Management, RMIT University, Melbourne, VIC, Australia
Kate Shacklock
Affiliation:
Griffith Business School, Griffith University, Southport, QLD, Australia
Rod Farr-Wharton
Affiliation:
School of Business, University of the Sunshine Coast, Maroochydore, QLD, Australia
Art Shriberg
Affiliation:
School of Business, Xavier University, Cincinnati, OH, USA
*
Corresponding author: [email protected]
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Abstract

This study used two theoretical lenses (positive organizational behaviour and social exchange theory) to examine the influence of an individual attribute – psychological capital (PsyCap), and an organizational factor – leader–member exchange, upon police officers’ perceptions of learning options (teamwork and training) and affective commitment. A cross-sectional design using a survey-based, self-report strategy was used to collect data from 588 frontline police officers in the United States. The findings indicate that leader–member exchange explained almost a fifth of PsyCap and together leader–member exchange and PsyCap accounted for almost a third of police officers’ satisfaction with training. Further, leader–member exchange, PsyCap, training and teamwork collectively explain almost half of affective commitment. One implication of the findings is that if senior management want police officers to be more committed, they have to improve officers’ relationships with their supervisors, upskill them (especially their supervisors) in PsyCap, and improve teamwork opportunities and processes.

Keywords

commitmentleader–member exchangepositive organizational behaviourteams and teamworktraining and development
Type
Research Article
Information
Journal of Management & Organization , Volume 23 , Issue 3 , May 2017 , pp. 423 - 436
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2016 

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