The ineffective police leader: Acts of commission and omission

Schafer, Joseph

doi:10.1016/j.jcrimjus.2010.04.048

Cited by 25 publications

(23 citation statements)

References 28 publications

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“…While other researchers (Kane, 2002;Weitzer & Tuch, 2004;Lersch, bazley, Mieczkowski & Childs, 2008;Ivkovic, 2009;) mentioned race as an antecedent of misbehavior followed by Schafer (2010) and Gordon (2010) found ineffective leadership is also a cause of misbehavior. Thus shows minimum education, race and ineffective leadership are determinants of misbehavior.…”

Section: International Journal Of Human Resource Studiesmentioning

confidence: 95%

“…Anderson, 2011;Loyens, 2009;Barker & Carter, 1977;Maher, 2008;Felson & Clarke, 1998;Ivkovic, 2009;2005;Weitzer & Tuch, 2004;Schafer, 2010;Gordon, 2010;Benoit & Dubra, 2004;Solomons, 2010;Quah, 2014;2015, Goldschmidth & Anonymous, 2008 certainly helped in understanding how code of silence, culture, education, opportunity, race, traits & habits, power, norms, environment treats and temptations and pressure from management may lead to misbehavior. Therefore exploring causes of bribery among enforcement agency from Malaysian context is much appreciated.…”

Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%

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Exploring Causes of Bribery: A Case Study in a Public Organization in Malaysia

Sathappan

Omar

Arif

et al. 2016

ijhrs

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Purpose: The purpose of the research paper is to explore and understand the causes of bribery among law enforcement officers in Malaysia.Methodology: Qualitative method was used in this research paper. Data collected using semi structured interview, documents and field observation. The research used non-random sampling among seven various rank officers. Furthermore it is an exploratory study as it Findings: The findings derived four themes based on the cause of bribery namely (1) family, (2) public, (3) individual and (4) organization. Law enforcement officers believed bribery is a cause of officers being suspended and terminated from their job. Additionally a model has been developed on causes of bribery.Practical implications: Findings showed that practices of bribery among various level of officers who have to work together to address the issue of bribery in Malaysian law enforcement agency through formulated policies and strategies.Originality/value: This study may assist Malaysian enforcement agencies in identifying causes and overcoming bribery. It also provided a clear idea about how the cause of bribery can influence the behavior of an officer which can harm an organization.

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Section: International Journal Of Human Resource Studiesmentioning

confidence: 95%

Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%

Exploring Causes of Bribery: A Case Study in a Public Organization in Malaysia

Sathappan

Omar

Arif

et al. 2016

ijhrs

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“…Leadership is considered a set of positive traits, with those lacking the requisite skills not being true leaders. However, extant literature tends to regard persons in positions of power who abuse their authority, commit acts of corruption, engage in untoward conduct, or fail to shoulder the mantle of their responsibilities as not being actual leaders despite them holding a leadership position [46]. According to Balley [47] and Kellerman [48], the ‘leadership-is-a-positive-action’ orientation overlooked the reality that even effective and well-regarded leaders are not perfect; they have shortcomings, sometimes use less-than-ideal means in pursuing the desired ends.…”

Section: Literature Review and Hypothesized Structural Relationshimentioning

confidence: 99%

Factors of Trust in Immediate Leaders: An Empirical Study in Police Service Environment

Tomaževič

Aristovnik

2019

IJERPH

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The study has two objectives—first, to examine the dimensionality of police service employees’ job satisfaction and their assessment of the enablers from the Common Assessment Framework, analyzing these facets at different organizational levels, and second, to identify the impact of selected facets of job satisfaction on trust in one’s immediate leader. The study is based on a comprehensive on-line questionnaire where 1209 responses from police service employees were acquired, and for the data analysis, factor analysis was first used to formulate the factors of job satisfaction facets and of the Common Assessment Framework enablers. Second, structural equation modelling was performed to identify the correlations of the studied variables. The Common Assessment Framework enabler Strategy/Leadership was significantly correlated with the enabler Processes and had an indirect impact on Trust through direct impacts on Leadership style in the organizational unit and Autonomy/Tasks. Both of the latter determinants had a significant influence on Trust in one’s immediate leader. The confirmed the impact of determinants from different hierarchical levels indicates the importance of efforts by managers at all organizational levels should the police management intend to achieve and maintain high levels of trust in one’s immediate leader in police service work environment.

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“…Studies based on personality theories have investigated the skills and characteristics that researchers believe are necessary for effective leadership (Campbell & Kodz, 2011). For example, Schafer (2010) found traits and habits of ineffective police leaders. Research has also been conducted into police leadership from the perspective of style theory (Bruns & Shuman, 1988;Kuykendall & Unsinger, 1982;Murphy & Drodge, 2004), role theory (van Dijk et al, 2015;White, 2014).…”

Section: Research On Managerial Work Within the Policementioning

confidence: 99%

27 Days of Managerial work in the police service

Karp

Filstad

Glomseth

2018

Police Practice and Research

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The purpose of this study was to uncover the realities of managerial work in the Norwegian police service. Observation and interview of 27 police managers showed that managerial work emerged and unfolded through specific practices, which occurred within a shared organisational practice shaped by police culture, context and mission. Managers practiced in a variety of ways rather than according to a universal set of managerial practices. Individual police managers developed proficiency by carrying out day-today work duties. These managerial practices were dependent on dynamic actions and interactions and were subject to expectations and pressures. Police managers earned legitimacy primarily through being foremost among equals. The current findings supported studies suggesting that managers face complexity and uncertainty in their work as well as those that downplay what managers ought to do, focussing instead on what it is possible to achieve. The implication of these findings for practice is that individual police managers need to develop their own ways of tackling personal, strategic, relational and operational challenges.

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The ineffective police leader: Acts of commission and omission

Cited by 25 publications

References 28 publications

Exploring Causes of Bribery: A Case Study in a Public Organization in Malaysia

Exploring Causes of Bribery: A Case Study in a Public Organization in Malaysia

Factors of Trust in Immediate Leaders: An Empirical Study in Police Service Environment

27 Days of Managerial work in the police service

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