May 2026
The third indicator is a concept known as priority of task assignment. This occurs when the leader assigns high-value career-enhancing assignments to members of their own in-group, bypassing more qualified out-group members along the way. A practical instance is the disparity illustrated by the following example: Officer A( who is in the in-group) is a rookie with a high school diploma and grew up as a neighbor to the Chief of Police. Officer B( who is in the out-group) is a 12-year veteran with a master’ s degree in communication. Officer B, the most qualified and experienced candidate, is bypassed for the department’ s public information officer role for the singular reason that he is in the Chief’ s outgroup. Not only does this discourage Officer B, it also sends a clear message to the rest of the agency that qualifications come second for this particular Chief.
The fourth indicator is job latitude. Job latitude is the model in which an in-group subordinate receives a task from a superior and is then granted the opportunity to complete said task independently. The in-group follower is afforded a high rate of freedom to get the job done, whereas an out-group follower may be heavily supervised or micromanaged as they attempt to complete the assignment. The latter conveys a message of distrust and skepticism from the leader towards the follower’ s ability to complete the assignment.
The Goal: Bring Your Out-Group into Your In- Group. Transitioning officers from your outgroup to your in-group requires nothing more than deliberate self-awareness and a conscious, honest effort. Give it a try. Ask an out-group Sergeant for their opinion on future department policy. Delegate a significant project to a Lieutenant who is on the outskirts without micromanaging. If we give our out-group members a seat at our table, you may regain committed and rejuvenated high-performing partners with a restored sense of purpose, value, and commitment. This is what leadership and LMX are all about.
References Fall 2021 Session of the NJSACOP Command & Leadership Academy Textbook.
Author Bio James Donatello is the current Captain of Police with the South Hackensack Police Department in Bergen County, New Jersey. He is a graduate of the NJSACOP Command & Leadership Academy and Session 292 of the FBI National Academy. He also holds a master’ s degree in administrative science from Fairleigh Dickinson University.
Providing support is the fifth element of an ingroup relationship. Perhaps consider a case in your own career where“ Sergeant A” defended or vouched for your actions during a domestic violence investigation. Weeks later, your partner took the same action at a similar domestic violence call, but this time,“ Sergeant A” criticized and admonished your partner for the way he handled it. The result of inconsistent support leaves your partner feeling exiled by Sergeant A, which undoubtedly decreases their personal motivation, job satisfaction, and future performance.
The sixth and final indicator is known as attention or mentor-type activities. For an in-group member, this can include one-on-one professional guidance, resumé writing assistance, or helping the follower gain a desired assignment within the police department. The leader is more inclined to help the in-group members succeed and move up the chain of command. Conversely, out-group members receive little to none of this mentorship, resulting in a bond that is more formal and strictly bureaucratic at best.
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