Police culture and transformational leadership: outlining the contours of a troubled relationship

Cockcroft, T. (2014) Police culture and transformational leadership: outlining the contours of a troubled relationship. Policing: A Journal of Policy and Practice, 8 (1). pp. 5-13. ISSN 1752-4512.

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Abstract

For a number of years there has been a sustained acknowledgement of the worth of ‘transformational’ leadership as a catalyst for change within police organizations. Academics, policy makers, and senior officers alike have pronounced the benefits to be enjoyed from the implementation of such leadership models, not least in respect of promoting cultural change. However, this article will present a counter argument to suggest that the application of transformational leadership models to policing contexts is worthy of more robust critique which, to date, it has been subjected to. In doing so, this article explores the concept of ‘transformational’ leadership and its relevance to policing contexts. Additionally, the article will suggest that claims of success in effecting cultural change within police organizations are likely to rest on simplistic conceptions of police culture and its relationship to police behaviour.

Item Type: Article
Subjects: H Social Sciences > HV Social pathology. Social and public welfare. Criminology > HV7551-8280.7 Police. Detectives. Constabulary
Divisions: pre Nov-2014 > Faculty of Social and Applied Sciences > Law and Criminal Justice Studies
Depositing User: Dr Tom Cockcroft
Date Deposited: 07 Apr 2014 14:01
Last Modified: 11 Dec 2014 14:12
URI: https://create.canterbury.ac.uk/id/eprint/12607

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Last edited: 29/06/2016 12:23:00