Leadership Approaches in Prison

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Table of Contents

Abstract
Introduction
Management Styles
Organization and Management of Correctional Institutions
Contemporary Issues in Corrections
Conclusion
Reference List

Abstract

Managers in correctional facilities should be aware of different leadership styles to support the needs of their followers. This essay gives a detailed analysis of different leadership approaches. The essay explains how such theories can address various problems faced in different correctional facilities.

Introduction

The targeted close-security prison is encountering different problems that have the potential to affect the welfare of many stakeholders. The majority of the inmates are complaining about the food available to them. Sometimes the food is not properly cooked. Some inmates with dietary restrictions are unable to cope well with the kitchen staff. Effective leadership styles such as democratic, authoritarian, and laissez-faire can be used to address these organizational issues.

Management Styles

Authoritarian style

An authoritarian leader can analyze the grievances presented by the inmates and make accurate inferences to transform the situation (Mayrowetz, 2008). The leader will identify the loopholes and outline various practices that can deal with the presented complaints. The subordinates, correctional officers, and members of the kitchen staff will receive specific directives to ensure the complaints of the prisoners are addressed in a professional manner (Day, Gronn, & Salas, 2004). The leader should also ensure the subordinates monitor the behaviors of the targeted prisoners.

Democratic style

The democratic leader will begin by collaborating with the inmates to identify the root cause of every problem. The subordinates and cooks will also be included in the decision-making process. The main focus will be to examine the potential causes of the issues affecting the prison. A cooperative approach will be used to produce positive decisions that can address the problem (Fitzgerald, 2009). The ultimate goal will be to ensure every person is satisfied with the targeted outcomes.

Laissez-faire style

The warden can use this leadership style to deal with the challenges affecting the institution. By so doing, more individuals will be encouraged to share their concerns. The subordinates, inmates, and cooks will be encouraged to come up with a workable solution (Sheard & Kakabadse, 2004). However, this leadership style might fail to deliver meaningful results (Chaudhry & Javed, 2012).

Organization and Management of Correctional Institutions

Correctional institutions should be organized and managed properly to achieve their objectives. The institutions call for effective correctional leadership whereby the targeted prisoners are supported to become better persons (Clear, Cole, & Reisig, 2006). The management structure is characterized by a facility leader. Some Departmental Directors focus on the needs of their prisoners and subordinates. Both federal and state have wardens who work hard to deliver the best results. Federal correctional institutions have similar managerial structures. The organizational structure includes the director, correctional facilities administration, budget and operations administration, and field operations administration (Stojkovic, 2010, p. 1482).

Contemporary Issues in Corrections

Several issues are encountered in corrections. One of the problems affecting different facilities is overcrowding. The US has over 2.3 million prisoners (Clear et al., 2006). Gang activity and lack of appropriate healthcare are critical issues in the sector. Cases of racism, violence and assault are common in American prisons. These issues explain why many experts believe that the countrys prison system is ineffective (Clear et al., 2006).

Conclusion

The complexities and issues associated with prisons tend to dictate the most preferable leadership approach. Correctional leaders should always be aware of the anticipated goals. They should also analyze the competencies of the targeted members (Stojkovic, 2010). Such aspects will encourage the leader to identify the best style for producing positive results.

Reference List

Chaudhry, A., & Javed, H. (2012). Impact of Transactional and Laissez Faire Leadership Style on Motivation. International Journal of Business and Social Science, 3(7), 258-264.

Clear, R., Cole, F., & Reisig, D. (2006). American Corrections. Belmont, CA: Wadsworth.

Day, D., Gronn, P., & Salas, E. (2004). Leadership Capacity in Teams. The Leadership Quarterly, 15(6), 857-880.

Fitzgerald, T. (2009). The Tyranny of Bureaucracy: Continuing Challenges of Leading and Managing. Educational management administration and Leadership, 37(1), 51-65.

Mayrowetz, D. (2008). Making Sense of Distributed Leadership: Exploring the Multiple Usages of the Concept in the Field. Educational Administration Quarterly, 44(3), 424-435.

Sheard, G., & Kakabadse, A. (2004). A Process Perspective on Leadership and Team Development. Journal of Management Development, 23(1), 7-106.

Stojkovic, S. (2010). Prison Oversight and Prison Leadership. Pace Law Review, 30(5), 1476-1489.

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