Theoretical discourse about leadership was traditionally conceived as a rational process of social action emanating from a leader whose traits were deemed largely responsible for the success or failure of the organization. The role of emotions in leadership, when they were discussed at all, tended to be viewed either negatively as irrational dimensions of mind interfering with the rational business of leading or as a discrete psychological category subsumed within emotional intelligence. In this article, the authors conceptualize emotions holistically as an embodied phenomenon that mediates the social process of leadership. They discuss police leadership as a specific organizational context that shapes and constrains emotional expression and suggest ways that emotional intelligence might be construed to aid police leadership development.
In this paper we attempt to shed light on police leadership by telling the story of leadership at a particular Royal Canadian Mounted Police (RCMP) detachment. The case study is based upon interviews with 28 police officers and participant observations at the case site. The framework provided by transformational leadership theory proved meaningful in describing police leadership within a convenient heuristic comprised of four I's: individualised consideration, idealised influence, inspirational motivation, and intellectual stimulation. We concluded that transformational leaders have particular relational strengths that serve to elevate levels of commitment, work satisfaction, and motivation. The paper also points out that transformational leaders turn constraints into opportunities in the pursuit of their shared vision.
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This study addressed the issue of negative outcomes experienced by police peacekeepers following work in a post-conflict environment. Responses from nearly 600 active and retired police officers who had participated in at least one peacekeeping mission, were analysed to determine baseline data on a range of work, interpersonal, and family issues experienced by police peacekeepers. The data from the present survey were also compared with previous sick-leave data collected as part of a work attendance management project. The results suggest that police peacekeepers have relatively few negative outcomes following the mission, that the level of extended sick leave is lower for peacekeepers than for personnel who have not been on a peacekeeping mission, and that the average number of sick days taken by peacekeepers does not change significantly following a peacekeeping mission. While alcohol consumption increases for peacekeepers during the mission, it returns to normal rates for most individuals following repatriation. The study concludes that participating in a peacekeeping mission does not pose an inordinate risk for police officers, and is a positive experience for many. In general, the screening and selection process appears to be working very well.
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