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Knowing different leadership styles can help you be more productive at work, particularly if you frequently interact with or manage people. During the job search, interviewers may assess his leadership ability; thus, knowing his preferred leadership style may be advantageous. The way a leader handles their team is referred to as management style. Transformational leaders emerged due to leadership model research, and each approach has its unique set of traits. There are a variety of leadership styles to choose from. (1) Coaching, in which a leader identifies benefits and drawbacks, supports with goal-setting, and offers thorough feedback, idealist: leads with conviction and inventiveness, (2) servant, in which a leader is committed to making teammates happy, (3) autocrat, in which a leader makes choices without considering others or with limited input, and (4) bureaucratic, in which a leader maintains a strict hierarchy and expects orders to be obeyed. In this paper, two leadership theories: transformational and bureaucracy, have been used to analyze and discuss the case of Mark Wright, a leader who was fighting for the youth crime problem in Blacktown.


Transformational leadership describes a leader who rules with workgroups or supporters to identify necessary reform, create a change via inspiration using influence, encouragement, and execution in tandem with dedicated persons; the alteration in self-interests enhances the followers’ levels of sophistication and ideologies, as well as their worries for the accomplishment. It is a major component of the Systematic Management Approach. Transformational leadership occurs when a commander’s actions excite and inspire individuals to perform beyond their capabilities (Algahtani, 2014). For instance, Wright, as a new police commander of Blacktown, inspired many people, including a manager of a company, when the Sudanese youth were arrested for only dancing in the parking lot and nothing else. He decided not to press charges on the youths as it was only a lack of knowing by police, and it could have also been caused by racial ethnicity on the side of the police force.

Transformational leadership motivates a person to accomplish unforeseen or extraordinary results. Workers are given independence over certain jobs and the power to make choices once they have been taught. It generates a positive transformation in the thoughts of followers and supporters and the company overall. Transformational leaders, such as Mark right, who realized the necessity for collaborative innovation, generally demonstrate four distinct characteristics: the four I’s. Contextual performance, idealized influence, mental challenge, and idealized influence, for example, is an illustration of one of these actions. Transformational leadership uses several mechanisms to improve followers’ ambition, self-esteem, and employment status (Greenwood & Turner, 2011). These processes include linking a follower’s sense of individuality to a venture, and the group’s shared identity like Wright proposed; being a model citizen for supporters to encourage them and elevate their stake in the work; demanding people’s they lead to take great control for their job and understanding the advantages and disadvantages of the organization. 

It’s also important to understand the advantages that revolutionary leadership may bring to an organization. Transformational leadership improves followers’ dedication, participation, dedication, and performance. Wright was a devoted leader who was devoted and committed to ensuring that something must be done to the existing law that would reduce the rate of youth crime rampant in Blacktown. Inspirational motivation occurs when a leader, such as Wright, sets a strong example for their team and better be proactive. These excellent leaders consider and prioritize the needs of those who follow them. They tend to have a lot of commitment and are quite conscientious. Followers of these leaders frequently want to copy them since they are easy to relate to. Psychological attachments form when followers try to imitate their superiors. Adolf Hitler is probably an example of a leader who had a significant emotional effect on his followers, despite his controversial nature (Llopis 2013). When a ruler inspires their flowers to think independently, this is known as mental stimulation. A leader like Mark Wright is usually perceived as imaginative, resourceful, and open to new ideas. 

Transformational leaders are known for having great standards for their employees and believing that they can achieve their objectives. As a result, they inspire, encourage, and motivate their listeners to achieve higher performance levels than usual. Personal needs and progress are also important to transformational leaders’ followers (Budur, 2020). Transformational leaders rulers well-suited to managing and collaborating with complicated cases, institutions, and people, where believers are confronted and empowered in addition to seeking an inspiring figure to help them navigate an ambiguous situation; this fosters them into becoming faithful, high performers. A transformative leader model attributes what Mark Wright wished to see in their group.

Transformational leadership has four elements, which are frequently referred to as the “four I’s”: The first one is Inspirational Motivation. It implies that the leader is appreciated as an ideal role model for their followers; the manager “walks the talk.” For instance, Wright was appreciated for fighting for policing to include collaborative innovation where public servants from other fields could also be responsible for handling and shaping the youths and counseling them to reduce youth crime rates. The second one is the ability to inspire. Transformational leaders may lead and encourage their followers by having a clear vision and communicating it. The first two I’s define the transformational leader’s productivity (Asbari, Santoso, and Prasetya, 2020). A transformative leader can quickly and inspire their people. The followers are persuaded by the transformational leader’s straightforward and easy-to-understand language and their persona. Mark Wright was a leader who realized that leading from between would greatly help the police department and other relevant authorities to be motivated and inspired in handling the youth crime problem in Blacktown.

Challenges Faced by Leaders when using Transformational Leadership.

Influence has the Capability to Fail.

Transformational leaders can be excellent motivators and visionaries. They can persuade people to change their ways and strive toward a shared goal. These leaders can inspire and convince others to believe in what they believe in. Although this strategy can help achieve goals quickly and with little or no resistance, it can fail if the leader is immoral or self-serving (Xian, Li, and Huang, 2020). The usually followed to be the one to be punished if the employer is a risk-taker who takes quick decisions that may have negative effects. For instance, even though Mark Wright was a very influential police commander in the Blacktown region, his harshness failed to work as there was no harsh law available that would guide how to restrain or reduce the rate of youth crime.

Can Result in Ineffective Decisions

Transformational leaders, for instance, may convince their adherents to concur with and approve the government’s ideas and actions because they can excite their followers’ minds. Because of the authority and trust placed in these leaders, they may make quick and premature judgments based on their feelings, hurting individuals (Breevaart and Bakker, 2018). Since these ruling classes are believable and can entice others, regulations that are not in the best interests of preventing youth violence can be put in place (as Wright observed), with disastrous results in the final moment.

Employee Dissatisfaction

A transformative leader in society has various ideas and is open to change and advancement. These are advantageous because they reveal that the leader has long-term goals. Employees are likewise motivated and inspired to reach these goals. In a nutshell, management and its subordinates share their goals. It also conveys the sense that the boss works well with others. However, if employees are compelled to work overnight hours and go far beyond their responsibilities to accomplish the organization’s objective, this can be harmful (Hetland et al., 2018.). They will eventually be exhausted and dissatisfied, believing they have been manipulated. Risky Criticizers of this leadership style argue that a convincing and charismatic transformational ruler like Wright may persuade followers or employees to achieve their leader’s goal, even if it is misleading and without substance. And without the confidence that the leadership’s direction or objectives are proper and essential for the group’s and its person’s betterment. 


When it pertains to motivating organization members, transformational rulers tend to teach and mentor only a few people. Though that can lead to management training and knowledge advancement, these possibilities are only available to a chosen few (Arif and Akram, 2018). Wright observed that the priorities placed by the existing policies for controlling the youth crimes were not leading or harsh enough to handle the situation as Blacktown was a very highly prevalent place with the cases.

Details Challenges

Despite the benefits of the transformational method, such as having a clear understanding and long-term strategy, critics believe it can remove specifics from the picture, undermining the company. It is because these leaders may have trouble paying attention to every detail. Businesses headed by a transformational leader, on the other hand, may suffer greatly, particularly if the appropriate staff are not accessible to support or manage the important role in the long approach (Afsar, Masood and Umrani, 2019). For instance, Wright was only attracted to one fact that policing and different roles by commanders and administrative authorities could solve the youth crime rate, which might be wrong as he did not fully achieve the target with his attention to specific details.

Reality Ignorance

Transformational rulers are enthusiastic about their objectives because they are motivation and change agents. It is a good technique for communicating with their employees and adherents. However, it may be a reason for them to overlook the real issues and the facts. They are the types of people who depend on optimism and feel that things can be accomplished if everyone joins the movement (Eisenberg, Post, and DiTomaso, 2019). These can act as a roadblock for these rulers when researching or digging deeper into the topic. It might also be a reality that the Blacktown police officers, ignorant of reality, understand youths first and arrest the Sudanese Children in the packing just because they were not from Australia but Sudan.  


The term “bureaucracy,” or “authoritarian office rule,” was first used in Vocabulary in 1818, when Irish fiction writer Lady Morgan referred to the British device used to enslave their Irish settlement as “the Bureaucratic, or workplace tyranny, by which Ireland has been controlled.” By the mid-nineteenth century, the term had taken on a more neutral connotation, referring to a system of government regime in which unappointed career officials held positions of power. In this setting, “bureaucracy” was viewed as a unique kind of management frequently subservient to royalty (Ohemeng, Darko, and Amoako-Asiedu, 2019). Max Weber, a German sociologist, broadened the word in the 1920s to include administrative systems carried out by qualified professionals according to predetermined standards. 

Bureaucracy refers to both a group of non-elected governing officials (sycophants) and an administrative policy-making institution. Once upon a time, a bureaucracy was defined as a state government managed by non-elected officials. Bureaucracy is the organized activity that regulates today’s major institutions, whether they are maintained officially or informally (YeboahAssiamah, Asamoah, and Adams, 2019). Many domains and sub-jurisdictions have bureaucracies, but any consolidated hierarchical system of an entity, such as hospitals, academic bodies, business organizations, professional associations, community centers, and so on, epitomizes bureaucracy. Bureaucracy, in political ideology, is largely a centralized type of leadership, as opposed to the agile approach, which is more egalitarian. Bureaucracies, according to several writers, are required in modern society.

Max Weber, a German philosopher, maintained that bureaucratic leadership is the most effective and reasonable means of organizing human behavior and that structured processes and hierarchical hierarchies are required to maintain control, increase efficiencies, and eliminate partiality (Lumby, 2019). On the other hand, Unbridled bureaucracy was seen by Weber as a threat to personal rights, with the possibility to imprison people in an uncaring “isolation chamber” of rule-based, rational control. For instance, in the case of Mark Wright’s police commander position, he saw that administering bureaucracy by having different roles and setting the right policies in place with a harsh law would solve the right rate of youth crime in the Blacktown region of Western Sydney.

Challenges Faced by Bureaucratic Leaders

It has a structure that prevents it from moving ahead.

Specialization and consolidation are frequently valued in a bureaucratic style of management. Leaders are more inclined to stick with their existing positions until a better-paying opportunity arises. Team members mature into specialists who stay in their positions till the bureaucracy requires them to assume leadership roles (Keulemans and Groeneveld, 2020). Only if everyone involved is invested in the leadership structure will it work correctly. If not, a mere team member can cause chaos in the entire group’s performance. For instance, according to Wright, the lack of a harsh law and enough policing hindered achieving the target plan of stopping or reducing youth crime in Blacktown.

Increasing productivity might be difficult.

Although bureaucratic leadership is characterized by scalability, this does not imply that efficiency follows. Since bureaucratic leaders use laws and established to promote consistency, the system can hinder productivity. Workers are compelled to slow down when more restrictions are added to the mix to guarantee that they are fulfilling the required requirements (Donkor and Sekyere, 2020). The ideal outcome for many teams is to retain current production levels while improving quality over time. In the worst-case scenario, bureaucratic executives can cause significant productivity losses. For instance, in just the same way that Wright observed, sometimes the youth crime rate was rampant due to the existing bureaucratic procedures in the police department that hindered police officers from maximizing their productivity towards improving on the issue.

It is frequently based on a permit system.

One of the explanations why team members become uninspired by a bureaucratic ruler is that most systems are built on a series of quotas. A leader will have completed his task if he meets the quota. If he fails to complete, he will not be doing his job and face disciplinary justice. It can be problematic if one group member is extremely productive while another is not (Donkor and Sekyere, 2020). As was the situation with Blacktown police officers, most workers will not work beyond their mandate, limiting the amount of output attained. They only can act under authority.

It is a management style that makes judgments based on cost structures.

The appearance of their organizations and initiatives on paper is more important to bureaucratic managers than what is happening with each people. To put it another way, the image takes priority over the truth. Adjustments in budget line costs, project feasibility, and even which populations are pursued users can all be influenced by this viewpoint (Yeatman, 2020). Bureaucratic leaders, in some respects, favor spending money rather than saving it. For instance, the idea of collaborative innovation and having different roles would mean that the extra roles given to public servants would attract extra spending rather than saving it and concentrating on the youth crime issue.

It does not allow for creative expression.

Workers can use their ideas when dealing with bureaucratic authorities to meet the requirements. It is not acceptable for them to abandon their work obligations. Leaders typically do not react to their group’s advice in this way, while they may sometimes welcome new ideas (Zhang et al., 2020). Teams headed by a bureaucratic leader are more prone to negative due to this lack of autonomy. The structures proposed by Wright would mean that a harsh law would be established that would maybe help reduce youth crime but would deny the police officers the autonomy to execute their roles independently, effectively, and efficiently.


 Administrative leaders like Mark Write and the social and racial institutions in which they operate make decisions about what is or is not a criminal activity. Consequently, for good or bad, these decisions mirror the logic of those structures, promote their validity, and preserve power inequalities within them. Consider that in most countries, it is considered a “criminal” for the impoverished to gamble on craps in the streets. Betting on foreign currencies, mortgages worth entire cities and ownership of public organizations are all commonplace. Dice-wagerers are captured, searched, imprisoned, and shunned as bodies. Their funds are “forfeited” to the administration (Lumby, 2019). Wheat-wagerers’ names appear on hospital wards and museum exhibits. Their money makes them celebrities, and charitable institutions that provide legal assistance to low-income gamblers in criminal trials honor them at dinners with generous awards, which was the case with Wright, whose policies and reforms made him a celebrity not only in Blacktown but in the entire Western Sydney region.

These decisions are made across the criminal law, from basic legislation criminalizing a bodily violation of another human’s private property to constructive defense categories such as duress or necessity. (Poverty, for example, is rarely regarded by courts as a valid explanation for stealing subsistence commodities.)   The political decisions answer the following questions: Should begging for cash be considered a crime? To levy exorbitant interest rates? To amass money? To abstain from voting? To mistreat a household pet? To mistreat tens of thousands of pigs to increase the value of their body (Lumby, 2019)? To be a member of a labor union? To refuse to join a labor union? To refuse to lend money to people of a particular race? Is it possible to extract oil? To evict indigenous peoples from their land? To be a part of a mob mentality? Humans to enslave? Refusing to compensate those who were formerly oppressed on one’s property?

The traditional narrative depicts “criminals” as a large group of people who have all chosen to “break the law.” Beliefs and punishments are logical outcomes of that poor decision: people must uphold the “rule of law.” However, these offenses aren’t picked based on a calculation of the amount of harm avoided, and punishments aren’t set based on previous enological success (Lumby, 2019). The distinction in how the bureaucracy handles someone who uses cocaine versus someone who uses vodka has no empirical relationship to the damage done by those drugs or any consideration of avoiding addiction to the youth. Instead, forces outside of well-considered policy play a role in defining criminality and deciding on suitable punishment in how Mark Wright observed.

The criminal justice system is not an inalienable repository of good and bad, but rather a tool tied to our society’s cultural, ethnic, and economic elements, just like any other policy crafted in a country as uneven as ours. Possession of certain narcotics being made illegal is an excellent example (Keulemans and Groeneveld 2020). A mix of conscious and subconscious prejudices and incentives has been proven to be at the root of the extension and harshness of drug policies in the last half a century, as well as the lack of resentment about that punishment for years. Ingesting a wide array of chemicals into one’s own body is now a state criminal in every Australian jurisdiction. At the same time, lawmakers have ruled that it is permissible to consume and sell other hazardous substances for gain. It was not always like this.

Why does the penalty bureaucracy care so little about the evidence? If large numbers of youthful, wealthy, and white narcotic criminals at educational institutions and prestigious universities were hounded and pummeled by police patrols, had their residences raided at dark, were sexually abused assaulted in jails, and were constrained to live life in cages, the penal system would change quickly (Keulemans and Groeneveld, 2020). If drug inspections by undercover cops and armed police were as regular at Blacktown as in Western Sydney’s low-income communities, the bureaucracy’s humanitarian costs would be assessed differently. If it were occurring to different individuals, the savagery of removing tens of millions of families from their family members, no scientific evidence of a financial advantage not be accepted.


In summary, Mark Right played a bigger role in raising the concern of policing and having harsh laws that would play a big role in reducing youth crime in Blacktown. Using his case, it is evident that transformational and bureaucratic leadership styles could have both positive and challenges to the leadership. Rather than a broad and impersonal component of the need for “law enforcement,” our society would regard it as pervasive aggression in need of significant explanation, if not a social justice disaster requiring urgent and immediate intervention. As a result, knowing that laws will be implemented in certain ways against specific persons influences the rules that powerful individuals design. Elites like the case of Mark Wright do not have to worry about committing crimes with terrible penalties if they know the rules won’t be applied to them. While many of these decisions are influenced by social, ethnic, and economic factors, others in the criminal justice system are based on more explicit political considerations. While legislators voted to make market manipulation illegal for ordinary authorities and private shareholders, they also agreed that this should be lawful for government representatives until recently.



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