On 1 April 2013, the previous eight individual police forces in Scotland merged to become one organizational force known as the 'Police Service of Scotland'. This merger was introduced with the main aim of establishing a more efficient and effective organization to fulfill its policing and financial commitments. The Police Service Scotland is an organization which is a service provider which operates with public consent and is managed in conjunction with local and central authorities. As a result, the Scottish Police Service is subject to both internal and external pressures and must adapt to change in order to meet the needs of government and the public. Senior (2002) identifies four main types of change within an organization: Tuning – where minor adjustments are made to ongoing processes, such as changing roles or revising existing procedures. Incremental adjustment – ​​this involves small-scale changes such as the introduction of new technologies or increased emphasis and resources on particular products or services. Modular transformation – a major change focused on one or more departments or divisions of an organization, such as a departmental restructuring or the introduction of significant new ways of working. Business transformation — change that involves the entire organization, such as a cultural shift or major reorganization. During this radical change in the Service of Scotland Police, a modular transformation occurred whereby a new model of working was introduced to the Community Policing Team. This increase in resources at times when call volumes were higher allows the organization to meet the needs of local government as well as reduce expenses.... middle of paper ...... are expected to inspire, motivate and guide others, both below and around them, on what is necessary to achieve the organization's goal. In order to meet these expectations, leaders must possess and use a wide range of interpersonal skills such as knowledge, influence and negotiation. A leader must be aware of the interpersonal skills he or she possesses and decide which ones to use in a given situation. Power gained through greater knowledge or expertise can exist without any authority. However, the belief that an individual has superior knowledge of a situation may allow them to gain a leadership role through perceived authority. Supervisors have greater access to organizational resources and have closer ties with other supervisors, which allows them to access more information and, again, install a perception of power over other agents..