Authors :
Dr. John Motsamai Modise
Volume/Issue :
Volume 8 - 2023, Issue 8 - August
Google Scholar :
https://tinyurl.com/5avmfx6s
Scribd :
https://tinyurl.com/nt2n2ax9
DOI :
https://doi.org/10.5281/zenodo.10147367
Abstract :
In this essay, we examine how management
and leadership in the police are best served by shared
leadership, transformational leadership and
transactional leadership strategies, as well as by using a
different management strategy as a matter of epistemic
practice. Our goal is to determine whether a practice-
based approach, which is an alternative to normative
management models that have dominated the
management literature, can advance our understanding
of police leadership. The normative approach frequently
focuses on how police leaders should lead as well as on
the qualities and abilities of police leaders. The article is
divided into two sections. Our attention, on the other
hand, is on what leaders do and why they do it, and
what, in turn, makes up their professional leadership
practices. The first portion examines the historical
background of police leadership, policing leadership, the
theoretical framework of the study, qualities of a perfect
leader, and characteristics of an effective police leader.
The second section examines these traits of police leaders
as two sides of the same coin: shared leadership,
transformational leadership, and transactional
leadership tactics. Theorists contend that our research
approach would be valuable in complementing more
conventional leadership. We examine the ongoing daily
dynamics of police leaders' and employees' relationships
and practices as well as how these processes constitute
leadership practices. Police officers emphasize the value
of being able to talk to and address issues with their
bosses and co-workers because policing is a team effort.
They work primarily in pairs. As a result, being
accessible is crucial to the role of a police leader. Every
day, one must choose between being loyal to one's own
unit and workers while still paying attention to
delivering what the centralised entities demand. Police
leaders establish a routine in which they consistently
strike a balance between their personal standards of
leadership and those of their superiors as well as those of
the entire organization.
Keywords :
Police leadership,Leadership as practice, Police culture, Police reform.
In this essay, we examine how management
and leadership in the police are best served by shared
leadership, transformational leadership and
transactional leadership strategies, as well as by using a
different management strategy as a matter of epistemic
practice. Our goal is to determine whether a practice-
based approach, which is an alternative to normative
management models that have dominated the
management literature, can advance our understanding
of police leadership. The normative approach frequently
focuses on how police leaders should lead as well as on
the qualities and abilities of police leaders. The article is
divided into two sections. Our attention, on the other
hand, is on what leaders do and why they do it, and
what, in turn, makes up their professional leadership
practices. The first portion examines the historical
background of police leadership, policing leadership, the
theoretical framework of the study, qualities of a perfect
leader, and characteristics of an effective police leader.
The second section examines these traits of police leaders
as two sides of the same coin: shared leadership,
transformational leadership, and transactional
leadership tactics. Theorists contend that our research
approach would be valuable in complementing more
conventional leadership. We examine the ongoing daily
dynamics of police leaders' and employees' relationships
and practices as well as how these processes constitute
leadership practices. Police officers emphasize the value
of being able to talk to and address issues with their
bosses and co-workers because policing is a team effort.
They work primarily in pairs. As a result, being
accessible is crucial to the role of a police leader. Every
day, one must choose between being loyal to one's own
unit and workers while still paying attention to
delivering what the centralised entities demand. Police
leaders establish a routine in which they consistently
strike a balance between their personal standards of
leadership and those of their superiors as well as those of
the entire organization.
Keywords :
Police leadership,Leadership as practice, Police culture, Police reform.
