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In common with other public sector bodies, the police service recognises that the development of leadership capability amongst its workforce is key to improving levels of both performance and service delivery. The recently developed Police Leadership Qualities Framework lays out a clearly defined model of leadership, and is underpinned by a framework of values and behaviours that enable that model to be developed in practice. This paper expands on one of the key underlying principles of the model that leadership is evident at all ranks and grades of the service, and is a skill that can be developed. This article postulates that each individual has their own ‘leadership space’ which it is important they are able to fill effectively. Individual and organisational failings often occur when this ‘space’ is not properly filled ‐ through lack of skill, development opportunity or experience. The paper considers a cognitive and behaviourist approach to learning and explores some of the ways in which leadership capability is developed in the police service.

The purpose of this paper is twofold. First, it will trace, for the first time, the historical events which have progressively influenced emergency training. Second, it will evaluate the design considerations and delivery of strategic training to participants attending a multi-agency gold incident command programme. Finally, it will make recommendations about the suitability of training approaches for different aspects of emergency training.

This research used a mixed methods study design involving a longitudinal literature review of disasters which influenced training; and a case study of multi-agency training.

Guidance for major incidents developed in a relatively ad hoc manner until consolidated by the Civil Contingencies Act (2004). In addition, health and safety considerations prevent on-the-job training during major incidents. Furthermore, different forms of training would appear to be more suited to training for the different stages of a major incident.

The European Union delegates responsibility for emergency planning to individual nations. Although the findings relate to this UK case study the lessons learned would appear to be generic and may be applicable in other countries.

Emergency training is a statutory requirement and therefore needs to be systematically organised. Different types of training are suited to different stages of a major incident.

Emergency training is a statutory requirement and therefore needs to be systematically organised. Different types of training are suited to different stages of a major incident.

This is the first paper charting the historical development of emergency training. There is a limited base of literature for emergency training.

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.

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.

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.

The study argues specific leadership styles are critical to the delivery of “quality” approaches.

No other case studies currently exist that have explored the role of police leadership in the field of quality service/citizen focused approaches.

This study aims to test an integrated model that examines the relationship between the service qualities of police at any urban tourist destination and the tourist urban destination advocacy at tourist cities in the Shimla region of India, where tourists’ trust in police acts as a mediating variable. This study mainly focused on the type of service shown by police officials to develop trust among the tourists, resulting in their urban destination advocacy.

The questionnaire was adopted from previously developed and validated scales. The questionnaire was administered to different tourists who came to India. This study used the bootstrapping technique and structural equation modelling (SEM) to address the research questions and test the hypotheses.

This study results indicate that trust in the police mediates the relationship between police service quality and tourist satisfaction at any urban tourist destination. The study’s findings add to the literature on tourists’ trust in policing tourist sites, police service quality and leader behaviour.

The above-tested model has a very limited number of constructs. There are a variety of additional antecedents (e.g. police organization culture and urban destination attributes) and consequences (word-of-mouth referrals and customer identification) that could be considered for future research to develop a more comprehensive model. The cross-sectional study raises concerns about the causal relationships between constructs in the tested model. More substantial evidence of causality via longitudinal and experimental studies is needed.

The study’s findings added a chapter to the literature by identifying how police service quality impacts tourist trust building and urban destination advocacy.

The purpose of this paper is, primarily, to investigate the relationships of the project leader's competencies with job satisfaction, and their impact on project performance. The second objective is to determine whether job satisfaction plays a mediating role in the relationship between leadership competency and project performance. The third objective is to examine the moderating role of project type in the relationship between job satisfaction and project performance.

To address the primary aims, a questionnaire‐based survey was used to measure the project leader’s competency, the job satisfaction of team members, and the performance of projects in the Taiwanese police departments. The structural equation modeling (SEM) approach was used to validate the research model.

The results show that job satisfaction mediates the effects of leadership competency on project performance. Furthermore, these results prove that complexity, workload, method, and project duration have a moderating effect on the relationship between job satisfaction and project schedule success.

The research was limited to inspecting projects in the Taiwanese police departments. The data analyzed in this study are project‐specific.

This paper reports on the findings about leadership benefits and provides recommendations for improving police project performance.

This research is the first to provide empirical evidence that supports the expectation of improving police project performance by developing leadership competencies. Findings from this study are helpful to project leaders in deciding whether to develop certain competencies.

First-line leaders across the emergency services are instrumental in leading the development of a workforce fit to face current and future challenges. As such in addition to utilising their specific craft, leaders need to be equipped to understand and apply evidence-based practices. With a focus on first-line leadership in policing, this paper will have both national and international resonance for those organisations attempting to embed an evidence-based culture.

The paper utilises a review of literature to develop a viewpoint identifying challenges and benefits of the adoption of evidence-based policing (EBP) by first-line leaders.

First-line leaders, whether police officers, police staff or volunteers, require opportunities to develop their own knowledge, understanding and skills of applying EBP in the workplace. Acknowledging challenges exist in the widespread adoption of EBP, such learning, at the appropriate educational level, will enable leaders to effectively champion the adoption of EBP, informing both their own decision-making and professional practices as well as those across their teams.

The first-line leader role is highly influential, as such, it is essential that these leaders develop their knowledge, understanding and application of EBP in the workplace in order to lead the expected cultural change.

This paper provides a current framework for the understanding of the context and potential impact of educationally levelled formal leadership learning required to champion the broad adoption of EBP across policing.

The purpose of this study is to study the collective effect of leadership, strategic planning and entrepreneurial organizational culture (EOC) on organizational excellence.

Using primary data obtained through a survey questionnaire, hypotheses have been developed for testing. Out of a total of 565 questionnaires, only 355 questionnaires were returned where data were collected from the Dubai police organization. The structural equation modelling (SEM) approach was used to analyse the collected data.

Statistical findings using SEM-partial least square confirmed the full mediating role of strategic planning as a mechanism between leadership and organizational excellence. In addition, the results reported a significant effect of leadership on strategic planning besides its impact on organizational excellence.

Results reported many valuable implications. The outcomes of this study have practical implications that will help managers, decision-makers and practitioners to consider the study’s variables to enhance the overall performance through achieving excellence.

The collective role of leadership, strategic planning, EOC and organizational excellence is studied as one of the most important empirical studies which bring original contribution to the existing body of knowledge.

–The purpose of this paper is to report on doctoral research that is addressing how strategic partnerships are rethinking their approach to tackling domestic abuse in Manchester, UK, and creating a new Public Service Reform Commissioning Framework, involving a significant programme of collaboration across sectors, including local authorities, Greater Manchester Police, the Office of the Police and Crime Commissioner and voluntary not-for-profit agencies.

The methodological approach is a case study strategy (Yin, 1994). It is mainly qualitative, with multi-method data collection and analysis. The paper is a commentary on the research, rather than a research paper.

The paper explores the extent to which an innovative new public leadership approach (Brookes and Grint, 2010) to the strategy and governance framework has been adopted, and whether the partnership is succeeding in creating create public value (Moore, 1995). It will discuss how a more collaborative approach based on a community model can add greater engagement across the sectors.

Although there is a substantial body of literature about domestic abuse, there is an absence of research from a business and management perspective. The literature review identified that there is little about leadership approaches in tackling domestic abuse, or analysis of partnership approaches from a business and management perspective.

The purpose of this paper is to investigate the perceptions and satisfaction between police officers and citizens on Kinmen Island (of Taiwan), using an analytical framework that combines five primary dimensions and 25 corresponding determinants.

It considers recent developments in the application of performance measures and management to public and, particularly, police services. It goes on to assess comparative rural police performance which suggests that the application of targets could ultimately serve to provide the overall satisfaction with police services.

The findings of the study suggest that perceptions and satisfaction of both citizens and police staff may result in the success of the policing management, and that police managers have to satisfy their citizens with a high level of service quality based on different localities.

From managerial perspectives, police managers should consider both the service quality and customer satisfaction constructs as determinants of behavioural intentions, based on the fact that satisfaction can be a strategic key to maintain long term relationship with citizens as it is found of significant impact on the intentional behaviour.

This research adds empirical support to this vein of literature and has identified the five main dimensions and the 25 sub-dimensions as important constructs for police service quality.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.