Police leadership roles: empirical study of management attitudes

Abstract

Purpose

This paper aims to present empirical results from a study of attitudes of police managers to different leadership roles in their jobs in two police districts in Norway.

Design/methodology/approach

A questionnaire was developed and administered among police managers in two police districts in Norway. Participants in leadership programs were selected for this survey research carried out in March and April 2010. Follo police district and Hedmark police district had a total of 130 participants in these programs with 60 managers from Follo and 70 managers from Hedmark.

Findings

The personnel leader role was found to be most important, followed by the resource allocator role. Responding police managers reported that they felt least competent in the liaison role.

Research limitations/implications

Limitations were that the relatively small sample size restricted the use of sophisticated statistical tools and the generalisability of results to police services other than Norway.

Practical implications

Key implications are the necessary shift from resource allocation to personnel leadership and potential for role conflict.

Social implications

A well‐regarded police service is a prerequisite for the positive perception of law enforcement and justice. Leadership is a key element for ensuring integrity and accountability in policing.

Originality/value

This is the first survey of its kind of Norwegian police managers.

Citation

Dean, G. and Gottschalk, P. (2013), "Police leadership roles: empirical study of management attitudes", International Journal of Law and Management, Vol. 55 No. 4, pp. 304-317. https://doi.org/10.1108/IJLMA-06-2012-0016