THINKING PATTERNS AND LEADERSHIP bEHAVIORS Of CHIEfS Of POLICE STATIONS IN THE AREA Of PROVINCIAL POLICE REGION 6

Abstract

The purpose of this study was to examine the Thinking Patterns Leading to the Knowledge (TPLK) and the Leadership Behaviors of the Chiefs of Police Stations (CPS) in the area of Provincial Police Region 6. Data were drown and analyzed via questionnaire items, from 91 Chiefs of Police Stations and 774 polices from 4 groups of subordinators. Research results were as follows. Most of Chiefs of Police Stations, approximately 50%, in the area of provincial police region 6 had the TPLK in the level of Step and Procedures. As a result of the real leadership behaviors, evaluating by police station heads and by police subordinators, it was found that most of police station heads had both styles of leadership behaviors “high initiating structure, and high consideration”, approximately 50%; and “low initiating structure, and low consideration”, approximately 40%. In addition, it revealed that no significant differences were found at the .05 significant levels among 4 groups of leadership behavioral styles [styles of high initiating structure and high consideration (HH); low initiating structure and high consideration (LH); low initiating structure and low consideration (LL), and high initiating structure and low consideration (HL)] on the TPLK in the pattern A: System Thinking; pattern B: Steps and Procedures; pattern C: Empathy and Cultural Knowledge; and pattern D: Strategic Thinking. It was also found that the ideal leadership behavioral components of the police station heads with the point of views of police subordinators, in initiating structure category should be consisted of 3 components: 1) Administration; 2) Vision and Working Strategies; and 3) Formulating Policy and Building Motivation and Relationships. Moreover, in consideration category should be consisted of 2 components: 1) Human Relationship; and 2) Self-confidence.