Police Leadership: Expectations and Impact

Dobby, John; Anscombe, Jane; Tuffin, Rachel P.

doi:10.1037/e635612007-001

Cited by 33 publications

(36 citation statements)

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“…More recently, two models have dominated police leadership research (Dobby et al 2004). The first is based on notions of transaction between leaders and specific followers in which leaders provide rewards to followers and in return followers Ballow^leaders to lead (Bass 1985).…”

Section: Leadership In Policingmentioning

confidence: 99%

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

Hoggett

Redford

Toher

et al. 2018

J Police Crim Psych

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The police service in England and Wales has developed a new approach to police leadership where individuals from outside of the police service can now enter directly to leadership ranks. Previous research identified that officers place great value on being led by someone who has experience of being a police officer. Adopting a social identity perspective, the current paper reports on quantitative and qualitative data about police officer views on direct entry and existing police leadership captured as part of a wider national survey (N = 12,549) of police officers in England and Wales. The paper identifies the importance that shared identity and credibility play in police follower/leadership relationships. It argues that direct-entry police leaders face credibility issues linked to their lack of shared police identity but also that serving officers perceive existing leaders to be poor because they believe they have forgotten what it is like to be a police officer. This paper develops a new theoretical and empirical approach to police leadership utilizing social and organizational psychology theory and research. The paper suggests that if police leaders understand police identity, then they can create propitious conditions within which police officers will follow their leaders.

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Section: Leadership In Policingmentioning

confidence: 99%

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

Hoggett

Redford

Toher

et al. 2018

J Police Crim Psych

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“…In contrast, SO10 lacked the intimate knowledge that would result in effective leadership of the portfolio (Katz, 1955;Dobby et al, 2004). The lack of a desire to learn about the citizen focus agenda meant that the officer was unable to challenge performance issues within corporate performance meetings.…”

Section: Discussionmentioning

confidence: 99%

“…In this context systems such as PPAF, APACS and iQuanta provided a series of 'reds' (failing to reach targets) and 'green' signals (achieving targets). The spread of managerialism under recent British Prime Ministers has meant hierarchical position and institutional power have become increasingly associated with efficient leadership (Dobby et al, 2004;Silvestri, 2007;Flanagan, 2008). This phenomena has been observed increasingly across the world, especially in the USA with the introduction of Compstat.…”

Section: Discussionmentioning

confidence: 99%

Implementing the citizen focus agenda: a case study in police leadership

Fisher

Kirby

2014

International Journal of Leadership in Public Services

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Purpose – Although the private sector has long understood that a customer-focused service is synonymous with success, the concept is less embedded in public agencies such as the Police. Cultural studies consistently argue that police practitioners perceive “citizen focused” or “quality of service” approaches as distant to “real policing”, making the concept difficult to implement. The purpose of this paper is to explore the complex infrastructure required for the implementation of this approach, specifically focusing on senior police leadership. Design/methodology/approach – Using semi-structured interviews across a diversity of police officers and staff it provides a case study of a city Police Force in England, who attempted to introduce a citizen focused approach between 2006-2010. Findings – Senior police leaders were reported to exhibit distinct and consistent leadership styles with a “transformational” style more positively associated with the implementation of this agenda. Practical implications – The study argues specific leadership styles are critical to the delivery of “quality” approaches. Originality/value – No other case studies currently exist that have explored the role of police leadership in the field of quality service/citizen focused approaches.

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“…Findings from Silvestri (2003) and Whittred (2008) demonstrate that senior policewomen are engaged with a more holistic, participative, consultative, inclusive and transformative style of leadership, not traditionally associated within the police organisation. The benefits of such a style have been emphasised by a number of police commentators, in short, those using participatory transformative leadership styles are more likely to bring about successful long-term change in policing and move the Service in line with a greater 'ethical' and 'quality of service' culture and ultimately greater legitimacy in its relationships with citizens (Adlam and Villers, 2003;Marks & Fleming, 2004;Casey and Mitchell, 2007;Dobby et al, 2004, Densten, 1999Villiers, 2003;Wood, Fleming and Marks, 2008;Hassell and Brandl, 2009: 424). Given the arrival of PCCs and the need for new accommodations in the accountability of police leadership, collaborative and co-operative relationships are more likely to be effective than combative and competitive ones.…”

Section: Diversity and Human Rights Strategy For The Police Service (mentioning

confidence: 99%

“…The expansion of new public management (NPM) principles during the 1990s and the emergence of a strong performance culture with the introduction of performance indicators, league tables and increased internal and external audit and inspection mechanisms, signified a powerful attempt to transform the policing paradigm from a narrow conception of the police as a law enforcement agency to a broader conception of the police as a service. In turn, such change has fundamentally altered the skills base required of police leaders and managers, necessitating them to be more active and interventionist than they had been in the past (Long, 2003) and more 'transformational' than 'transactional' in leadership style (Drodge and Murphy, 2002;Dobby et al, 2004). Well versed in the languages of 'business', police leaders are now expected to be 'managers' and put under increasing pressure not only to perform, but also to be engaged increasingly in multi-agency partnerships (Bayley and Shearing, 2001 ;Blair, 2003;Casey and Mitchell, 2007).…”

Section: Demands For An Alternative Leadershipmentioning

confidence: 99%

Gender and Police Leadership: Time for a Paradigm Shift?

Silvestri

Tong

Brown

2013

International Journal of Police Science & Management

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Despite a number of initiatives aimed at improving the representation and progression of women in the police service in England and Wales, the number of women in leadership ranks remains low. At the same time, a concern over the quality of police leadership has been at the forefront of much public debate in recent years. This paper focuses on recent proposals to reform the way in which senior officers are recruited through a discussion of the appointment of non-sworn/ 'outsider' officers through the adoption of direct and multiple entry models of recruitment as outlined by the Winsor Report (2012). Hailed as an opportunity to secure an alternative face to police leadership, we reflect on the growing disquiet over police leaders and leadership and consider the possibilities of such a reform agenda for the representation and progression of women in policing. We propose that whilst a multi-point system of entry for specialisation or leadership roles may offer a number of opportunities to a Service in crisis, such a reform agenda may ultimately serve to threaten and further undermine women's participation and status in policing as 'outsiders'.

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Police Leadership: Expectations and Impact

Cited by 33 publications

References 0 publications

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

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

Implementing the citizen focus agenda: a case study in police leadership

Gender and Police Leadership: Time for a Paradigm Shift?

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