Place-based conditions are wellestablished predictors of police behavior, but the literature lacks nuanced examinations of how place-based factors influence officer decision making, especially by citizen race/ethnicity and from officers' perspectives. We investigate officers' accounts regarding how they weigh place-based factors into their arrest decisions of Black, Hispanic, and White drug suspects in Newark, New Jersey from 2011 to 2016. Our analysis of 438 filed drug arrest reports revealed that most arrestees, especially Black Americans, became susceptible to heightened police scrutiny because of their presence in stigmatized, criminalized areas. Although place-based stigma and individualized prohibited behavior coalesced to guide police contacts with Hispanic and White residents, officers made contacts with Black Americans based on a lower legal basis, often irrespective of their individualized behavior in stigmatized places. Policy Implications: Officers' differential, racialized reliance on place-based conditions supports the need for effective, evidence-based, community-centered social services that reduce crime, overreliance on police, and opportunities for discriminatory policing.
This study examined the effect of toxic leadership on organisational silence in selected faith-based organisations in Ogun State, Nigeria. It debates that securing endurable paths to organisation success requires keen attention to the menace of organisational silence, and this does not leave out organisations that base their business operations on certain fundamental doctrines, corporate practices, or religious believes. Survey research design was adopted. The population of the study was seven hundred and seventy-five (775) staff drawn from the selected faith-based organisations in Ogun State, Nigeria. The study adopted multi-stage sampling technique. Structured questionnaire was adapted, validated and used for data collection. Cronbach's Alpha Reliability Analysis ranged 0.704 to 0.775. Descriptive and inferential statistics were used for data analysis. Findings revealed that Toxic leadership had significant effect on Organisational silence (Adj. R 2 = 0.475; F (4, 361) = 83.60, p<0.05). This revealed that organisational silence exists as a result of toxic leadership, and to this end, employers and managers are expected to take every affordable step to weaken the weight of organisational silence by deploying quality leadership that encourages cross fertilization of ideas, creativity, ingenuousness and knowledge extension among employers, managers and employees.
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