Police leadership as a professional practice

Abstract

In this paper, we investigate police leadership through of an alternative approach to management studies: the exploration of police leadership as a practice. Our aim is to ascertain whether a practice-based approach can increase our knowledge of police leadership. This approach represents an alternative to normative management models which have dominated the management literature. The normative approach often focuses on how police leaders must lead as well as on the traits and skills of police leaders. In contrast, our focus is on what leaders do and why and, therefore, what constitutes their professional leadership practices. We conducted qualitative explorative studies with Norwegian police leaders in 2016 and 2018. Our data were collected through the following means: a one-day shadowing of 27 police leaders, six weeks of fieldwork, 63 formal interviews of police leaders and a substantial number of informal conversations with police leaders and subordinates. In our analysis of leadership as practice, we recognise the importance of structural, cultural and contextual conditions as well as the emergent and dynamic nature of leadership practices. We identified four important practice dynamics: producing, relating, interpreting/sensemaking and negotiating. These practice dynamics were concerned with the relationships between leader(s) and employees, often characterised by the following. 'Taking care of each other' and 'us against them' within a leadership practice. Interpretations and sensemaking of the 'reality' within practices and production of policing as collective achievements. The language, symbols; artefacts, the police mission in relation to how it belongs/identifies with the practice and the negotiations of police leaders 'fighting' for resources (silos). And the continuously creation of manoeuvring spaces in what constitute police leaders´ professional practice.

Relationship Between Leadership, Resilience, and Competence Amongst Police Officers in Klang Valley, Malaysia

“…These important qualities indicate that this element is necessary in addressing the current challenges faced by organizations in crisis situations as these environments are highly unpredictable, even over time. The transformational leadership theory suggests that leaders who exhibit human-oriented behaviors, justice, power-sharing, concern for sustainability, ethical guidance, role clarification, and integrity will be more successful in influencing police officer competence (Filstad, 2020). This study also contributes to knowledge on the theories used, namely the leadership theory and competency theory, which forms the main framework of this study.…”

“…Ethical leadership indeed plays an important role in influencing the behaviors of police officers to support organizational commitment. Leaders should always provide the space and opportunity in career development in order to enhance the competencies of police officers and allow them to remain relevant (Filstad & Karp, 2020). Dirani et al (2020) also stated that a characteristic of a quality leader is to have self-resilience which is defined as having a way of thinking that is easily adaptable when in unforeseen situations and is able to make urgent decisions.…”

“…However, there are still various issues involving police officers' competency, more so in delivering services and performing assigned tasks. According to Filstad and Karp (2020), this is because currently, it is standard practice for the police to 'take care of each other', therefore explaining why promotion or competency is based on reputation factors or good relationships with superior officers rather than job performance (Haase, 2007;Hoggett, 2018). Filstad and Karp (2020) stressed that in security forces, leaders should always be prepared and professional in ensuring their subordinates' competency in order to maintain the continuity of difficult and challenging tasks as a team.…”

“…According to Filstad and Karp (2020), this is because currently, it is standard practice for the police to 'take care of each other', therefore explaining why promotion or competency is based on reputation factors or good relationships with superior officers rather than job performance (Haase, 2007;Hoggett, 2018). Filstad and Karp (2020) stressed that in security forces, leaders should always be prepared and professional in ensuring their subordinates' competency in order to maintain the continuity of difficult and challenging tasks as a team. Police officers should always be given the space and opportunity in career development with the aim of enhancing their competencies.…”

Evidence-based policing for crime prevention in England and Wales: perception and use by new police recruits

“…The influence of team leaders on those they lead should not be underestimated (Filstad and Karp 2021 ) and appears to be well documented across the world (Fleming and Wingrove 2017 ; Savignac and Dunbar 2014 ; Pearson-Goff and Herrington 2014 ; Kalyal 2020 ; Schafer et al 2019 ).…”