Attitudes of police managers to different leadership roles in their jobs: An empirical study in Norway

Abstract

Background for this study is the increased complexity in policing that has become more knowledge-based and more professional in the last decade. Aim of this paper is to present empirical results from a study of attitudes of police managers to different leadership roles in their jobs in two police districts in Norway. A questionnaire was developed and administered among police managers in two police districts in Norway. Participants in leadership programs were selected for this survey research. Follo police district and Hedmark police district had a total of 130 participants in these programs with 60 managers from Follo and 70 managers from Hedmark. The survey research was carried out in March and April 2010. The personnel leader role was found to be most important, followed by the resource allocator role. Responding police managers reported that the felt least competent in the liaison role.

Shared and transformational leadership in the police

“…Shared leadership has been found to be especially useful when tasks are complex and interdependent (Wassenaar and Pearce, 2012). Although complex challenges have become a regular feature of contemporary policing (Gottschalk and Glomseth, 2012), there is little empirical evidence on how to facilitate shared leadership in the police (Steinheider and Wuestewald, 2008).…”