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Using a sample of frontline police officers from several mid-sized municipal police departments in the United States, this study explores the relationships between frontline police officers’ self-legitimacy, organizational fit, moral alignment with policed communities, and attitudes toward democratic policing principles. Using partial least squares structural equation modeling, the analysis frames democratic policing using a formative latent construct to test several hypotheses. The results support a direct positive relationship between self-legitimacy and attitudes toward democratic policing, and suggest the relationship is partially mediated by officers' perceptions of moral alignment with their policed communities. The results further demonstrate that self-legitimacy is significantly related to organizational fit, but organizational fit does not appear to mediate the relationship between self-legitimacy and attitudes toward democratic policing.

PurposePolice officer perceptions of their own legitimacy can be important in shaping aspects of their performance and other organizational outcomes. The current study uses person-environment fit theory to assess the effects of value congruence with top managers, immediate supervisors and coworkers on officers' perceptions of self-legitimacy.Design/methodology/approachThe study used a cross-sectional survey of nearly 250 front-line police officers from seven municipal police departments in Michigan, Indiana and Kentucky to examine the effects of perceived value congruence on officers’ self-legitimacy. A hierarchical model of fit is assessed using structural equation modeling.FindingsFindings demonstrate that value congruence positively relates to officers’ reported self-legitimacy, suggesting that officers who perceive greater similarity in values with others in the organization will express more confidence in their authority.Originality/valueOur findings add to research on police officers’ self-legitimacy, and the use of a hierarchical model of person-environment fit might offer implications for future research on police culture.

PurposeThe purpose of this study is to explore the impacts coronavirus disease 2019 (COVID-19) had on US police academies’ production of police recruits.Design/methodology/approachThe study used a national online survey of police academy directors in the USA, followed by purposive, semi-structured interviews of select academy directors. A combination of quantitative and qualitative data is combined in a mixed methods approach.FindingsThe findings suggest that academies experienced a range of impacts related to COVID-19. These impacts lead to more questions concerning how academies and state-level governing boards responded not only to pandemic-related challenges, but also to their willingness to accept more online and alternative curriculum delivery strategies.Originality/valuePolice academies are a required step in the production of new police recruits in the USA, but researchers have paid little attention to how academies operate. While exploratory, this study provides some insights into how this aspect of policing weathered the COVID-19 pandemic, and offers suggestions for future research, as well as policy implications.

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Purpose – The purpose of this paper is to examine the 22-month life of a three-officer specialized Traffic Enforcement Unit (TEU) within one mid-sized municipal police agency. The case study allowed for the examination of the impact of this structural change from a generalist to a specialist approach on the rate of traffic citations. Additionally, officer attitudes related to the change were considered. Design/methodology/approach – The study used a mixed method approach, which included both an objective output (traffic citations) and the results of a management survey to consider officers’ attitudes. Findings – Despite the fact that most officers reported the introduction of the TEU did not change their commitment to traffic enforcement, the findings indicate citations by non-TEU officers declined sharply over time. Likewise, citations by the three specialized officers also dropped, which, when combined with non-TEU officers, resulted in no real differences between the generalist and specialist approach on the number of citations issued. Research limitations/implications – Beyond the natural limitations of a single case study, the use of a management-issued survey concerning attitudes was not ideal. Practical implications – The study provides some evidence that generalists approaches – at least as they apply to traffic enforcement – may be just as productive as specialist approaches. Originality/value – While there has been a significant amount of rhetoric over the years, it seems scholars have largely ignored real differences between the generalist and specialist approaches on objective organizational outputs. This is an area that needs to be subjected to additional research.