NCJ Number
177427
Journal
Police Chief Volume: 66 Issue: 3 Dated: March 1999 Pages: 57-60
Editor(s)
C E Higginbotham
Date Published
1999
Length
4 pages
Annotation
This article examines the changing role of the police executive and actions to satisfy leadership demands of the early years of the 21st century.
Abstract
Forces in the community, the police agency and local government that are likely to have the greatest impact on police leadership include: (1) community demographics; (2) citizen expectations; (3) community policing; (4) collaboration demands; (5) role redefinition; (6) peer engagement; (7) management style; (8) decision horizons; (9) workforce education levels; (10) perspectives on labor; (11) diversity mandates; (12) litigation trends; (13) evaluation criteria; and (14) conflicting demands. To accommodate the impact of changing expectations, police executives should: (a) bring passion to the job; (b) understand themselves and their personnel; (c) prioritize customer satisfaction; (d) become the center of leadership; (e) lead change throughout government; (f) create an environment of partnerships; (g) continually evaluate change forces; (h) foster debate and innovation; (i) approach the thinking process collaboratively; (j) concentrate on leadership development; (k) allow others to be recognized; (l) fashion a diverse organization; (m) master the vital art of communication; and (n) not allow themselves to bog down.