Effective leaders and leadership in policing: traits, assessment, development, and expansion

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Police leaders and leadership remain understudied within existing criminal justice scholarship. Using data derived from police supervisors participating in the Federal Bureau of Investigation (FBI) National Academy program, the purpose of this paper is to examine effective leaders and leadership. Specific consideration is given to the traits and habits of effective and ineffective leaders, the assessment of leadership efficacy, the development of leaders, and the barriers to the expansion of more effective leaders and leadership in contemporary policing. Design/methodology/approach -Surveys were administered to over 1,000 police supervisors. Respondents ranked the traits and habits of effective and ineffective leaders, methods to evaluate leadership efficacy, and barriers to the expansion of more effective leaders and leadership. Though a convenience sample, the supervisors represent a diverse mix of police agencies of various sizes and types from around the world. Findings -Ratings suggest respondents saw effective and ineffective leaders as expressing nearly opposite sets of traits and habits. Efficacy was most strongly linked with integrity, work ethic, communication, and care for personnel; ineffective leaders were characterized as failing to express these traits. Respondents cast leadership development as a process best-achieved through a mixture of training/education, experience, and feedback. Surprisingly, the most highly-rated barriers to the expansion of effective leaders and leadership practices were not fiscal, but cultural, structural, and political. Research limitations/implications -Findings suggest key policy implications for police organizations and the policing profession. Many highly-rated traits and habits may be linked with personality traits; this could complicate the capacity of leadership development initiatives to enhance these behaviors. Results suggest development programs need to do more than simply expose students to a diverse set of theories and perspectives of leadership; mentoring and guided experience were also rated as helpful. Major barriers to the expansion of effective leadership were not issues easily or quickly overcome, complicati...

Challenges for Police Leadership: Identity, Experience, Legitimacy and Direct Entry

“…While effective leadership appears such a desired commodity within policing, limited scholarly attention has been given to studying leadership processes and the barriers to developing more efficacious leadership practices (Mastrofski 2002(Mastrofski , 2006. Instead, police leadership research appears to be dominated by a focus on individual idiosyncratic leader traits, characteristics, and behaviors (Schafer 2009(Schafer , 2010, which can be traced to traditional leadership theories and are not reflective of the substantial developments on leadership research and theory that have occurred in the last decade (Dinh et al 2014).…”

The Elements of a Learning Model to Enhance Service Mind of Thai Police Officer

“…Second was being "ethical", which was generally defined as exhibiting a sense of integrity and honesty, being to generate a sense of trustworthiness among everyone (Bryman& Stephens, 1996;Fleming, 2004;Murphy &Drodge, 2004;Schafer, 2008Schafer, , 2009Schafer, , 2010O'Leary et al, 2011;Vito et al, 2011). Third was having ability to generate a sense of "trust" and "trustworthiness" within the police organization, as well as operationally between the police and community (Beck & Wilson, 1997;Atwater et al, 2000;Schafer, 2008Schafer, , 2010Wheatcroft et al, 2012). The last was effective "thinking ability" was important with critical , strategic, and creative thinking regarded as key attributes of successful service mind (Gaston, 1997;Davies, 2000;Coleman 2008;Miller et al, 2009;Meaklim and Sims, 2011;O'Leary et al, 2011) Four activities that effective police service mind engaged from literature review.…”

“…"Creating a shared perspective" was one, relating to setting, developing, and sharing goal for the organization that create a sense of purpose for other police (Bryman& Stephens, 1996;Dantzker, 1996;Beck & Wilson, 1997;Densten, 1999Densten, , 2002Densten, , 2003Davies, 2000;Duncan et al, 2001;Engel, 2001;Murphy &Drodge, 2004;Buterfield et al, 2005;Schafer, 2008;2010;Steinheider&Wuestewald, 2008;Miller et al, 2009;Andreescu& Vito, 2010;Vito & Higgins, 2010;O'Leary et al, 2011;Vito, 2011) Related to this was the need to "engender organization commitment" which hould be a strategy and organization culture by providing support to subordinates, providing feedback, promoting collaboration, and giving them a perspective sharing (Beck & Wilson, 1997;Dick, 2011;Metcalfe & Dick, 2000Densten, 2002Densten, , 2005Steinheider&Wuestewald, 2008;Vito & Higgins, 2010;Johnson, 2012). For equality and organization culture, effective police service mind should demonstrate "care for subordinates", which requires them to seek out and take responsibility, coaching and mentoring (Moore, 1994;Bryman& Stephens, 1996;Densten, 1999Densten, , 2003Davies, 2000;Metcalfe & Dick, 2000;Davies & Thomas, 2003;Fleming, 2004;Murphy &Drodge, 2004;Andreescu& Vito, 2010;Schafer, 2010;...…”

“…First was "Communication" , which was a key characteristic, and the literature conceptualized this in terms of communication within the police organization as well as communication with everyone (Bryman& Stephens, 1996;Dantzker, 1996;Beck & Wilson, 1997;Duncan et al, 2001;Densten, 2002;Murphy &Drodge, 2004;Silvestri, 2007;Schafer, 2008;2010;Steinheider&Wuestewald, 2008;Dick, 2011;O'Leary et al, 2011). Second was being "ethical", which was generally defined as exhibiting a sense of integrity and honesty, being to generate a sense of trustworthiness among everyone (Bryman& Stephens, 1996;Fleming, 2004;Murphy &Drodge, 2004;Schafer, 2008Schafer, , 2009Schafer, , 2010O'Leary et al, 2011;Vito et al, 2011). Third was having ability to generate a sense of "trust" and "trustworthiness" within the police organization, as well as operationally between the police and community (Beck & Wilson, 1997;Atwater et al, 2000;Schafer, 2008Schafer, , 2010Wheatcroft et al, 2012).…”

Etika Kerja Islam Sebagai Penyederhana Dalam Hubungan Antara Kecerdasan Emosi Dan Kepemimpinan Administrator Universitas Negeri

“…Sebahagian besar penelitian terdahulu menunjukkan bahwa kepemimpinan yang berkesan dipengaruhi oleh beberapa faktor seperti keterampilan menguasai emosi, ciri-ciri demografi pemimpin itu sendiri, budaya organisasi, dan bentuk model perdagangan (business model) sesebuah institusi itu (Anand & Udaya Suriyan, 2010;Barbuto & Burbach, 2006;Barling, Slater, & Kelloway, 2000;Hur, 2008;Judeh, 2010;Mung, Mei, Kwang & Songan, 2009;Schafer, 2010;Wright & Pandey, 2010;Zagorsek, Jaklic & Stough, 2004). Meskipun, banyak pakar memberi anjuran bahwa kecerdasan emosi semakin mendapat perhatian yang besar dalam penelitian kepemimpinan masa kini (Anand & Udaya Suriyan, 2010;Barbuto & Burbach, 2006;Gardner & Stough, 2002;Goleman, 1998a;Groves, McEnrue, & Shen, 2008;Weinberger, 2003Weinberger, , 2009.…”