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Andreescu, V., & Vito, G. F. (2010). An exploratory study on ideal leadership behaviour: The opinions of American police managers. International Journal of Police Science & Management, 12(4), 567–583.

Abstract: This study examines the perceived ideal leadership behaviour in police organisations. It is based on a survey of 126 police managers from 23 US States who attended the Administrative Officers Course at the Southern Police Institute during the academic year 2007–2008. The questionnaire used in this investigation includes the Leader Behaviour Description Questionnaire Form XII (Stodgill, 1963). The main objectives of this exploratory analysis are to rank the importance of leadership characteristics based on police officers’ perceptions, to create a typology of leadership styles preferred, and to identify the demographic factors that are most likely to influence variations in opinions regarding the behaviour of an ideal police leader. This research shows that individual characteristics can influence not only managerial styles, but also leadership preferences. In particular, results imply that gender and race play an important role in structuring leadership preferences. Female police officers do not appear to differ from men in their preferences for a predominantly task-centred and structured leadership. However, women seem to favour more than men do: (1) a type of leader who can be considered ‘transformational’; or (2) a more democratic, worker-oriented leader, who would allow subordinates freedom of action and would respond well to the followers’ concerns. Compared with Whites and other racial minorities, African American police officers tend to favour more a structured task-centred leadership orientation or a leadership style described as transformational.

Questions to Consider:

1. Consider the list of most important leadership characteristics identified by Andreescu and Vito. Can a police leader be taught any of these characteristics? If so, which ones? Are some of the characteristics innate and, therefore, unteachable? Again, which ones?
    

Engel, R. S. (2000). The effects of supervisory styles on patrol officer behavior. Police Quarterly, 3(3), 262–293.

Abstract: Do patrol sergeants’ supervisory styles influence patrol officer behavior? This question is addressed by examining data collected for the Project on Policing Neighborhoods, a systematic observational study of patrol officers and first-line supervisors in two metropolitan police departments in 1996 and 1997. Using four distinct supervisory styles created through factor analysis of attitudinal constructs identified in the management and policing literatures, the influence of different supervisory styles over patrol officer behaviors—arrest, use of force, and issuing citations—is assessed. Findings show that at least one supervisory style has a significant influence over the likelihood that officers will use force against suspects. Furthermore, the presence of a supervisor (regardless of supervisory style) significantly increases the likelihood that officers will arrest. Implications for policy and future research are explored.

Questions to Consider:

1. The research showed that a supervisor’s presence at the scene increased the likelihood of arrest of nontraffic suspects. Do you think that supervisor presence would have the effect of encouraging desirable behavior in other matters, such as problem solving, community engagement, or service, or is the effect of supervisor presence limited to only law enforcement behaviors? Explain.
    

Rainguet, F. W., & Dodge, M. (2001). The problems of police chiefs: An examination of the issues in tenure and turnover. Police Quarterly, 4(3), 268–288.

Abstract: The alarmingly high rates of police chief turnover have created concern in the public and private sectors. The average police chief tenure is discussed in public administration circles as being dangerously short, but there is little evidence of exactly why this is so. The position, in major cities and small towns, has become a virtual “revolving door” that results in numerous expenses for local agencies. This article explores factors related to short tenures for police executives. This exploratory research is based on in-depth interviews with former and incumbent chiefs. The data reveal that health concerns, stress, politics, and personnel issues are related to short tenures.

Questions to Consider:

1. If leadership is, in part, about establishing a long-term vision for an organization, does frequent turnover inevitably weaken police departments? Are organizations able to overcome turnover in upper-level personnel without dramatically altering long-term goals, planned organizational changes, or the department’s vision?