Moving toward community policing: the role of postmaterialist values in a changing profession

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.Many of the goals and structural arrangements of public o rganizations are, to a significant degree, determined by a set of values and beliefs underlying them -values and beliefs found in enabling statutes, budget authorizations, administrative rules and regulations, and related forms of legal provisions. Such formally and officially expressed values provide an underlying philosophical framework justifying the agency's existence and enabling it to select the specific forms of standard operating procedures and practices it adopts (Brown, 1984;Ott, 1989). To a highly significant degree, however, organizational values are also a ffected by the values held by the org a n i z a t i o n 's employees. Tw o comparable public organizations may share formal and official values (e.g. two police agencies, two local schools, two post-office substations), but behave and operate in significantly different ways owing to the distinctive values of the persons in those organizations.Individual managers and employees bring their own personal beliefs, policy preferences, and attitudes to bear on organizational roles in very important ways (Breci and Simons, 1987; Muir, 1977:267). T h e s e personal values are particularly important with respect to those behaviors

Community policing: training, definitions and policy implications

“…Some believe COP reflects a facilitating role of police where citizens are encouraged to help themselves (Skogan, 1990;Souryal, 1995, p. 197). Others consider the change in police structure, management, and operations ± such as decentralization of authority, citizen empowerment, quality control of policecitizen contacts, and creative problem-solving strategies ± as parts of COP (Cordner, 1998;Goldstein, 1996;Rosenbaum, 1988;Zhao et al, 1994).…”

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

“…More recent empirical assessments have suggested an alternative characterization by framing leaders as utilizing a divergent set of styles that go beyond traditional, autocratic approaches that once dominated policing (Adlam, 2002;Brehm and Gates, 1993;Brewer et al, 1995;Engel, 2002;Kuykendall, 1977;Kuykendall and Unsinger, 1982;Sutherland and Reuss-Ianni, 1992) though clear connections between supervisory style and policing outputs have not been established (Engel, 2001). Survey data from police officers suggest a preference for supportive and participatory leadership styles Effective leadership in policing ( Jermier and Berkes, 1979;Witte et al, 1990) and tentative evidence supports that police executives might by similarly open-minded in employing non-traditional systems (Hoover and Mader, 1990;Tannenbaum and Schmidt, 1958;Steinheider and Wuestewald, 2008;Zhao et al, 1995). Extant literature discussing leadership in policing can be generally categorized into two groups.…”