Advertisement

Changing Police Managers’ Attitudes towards Participative Management: Translating Research-based Knowledge into Practical Solutions

  • Brigitte Steinheider
  • Todd Wuestewald
  • Armin Pircher-Verdorfer
Chapter

Abstract

There is consensus among scholars of the police that law enforcement remains a very traditionally organized enterprise. Originally modeled along military lines, police administrative practice came to embrace highly bureaucratic principles that stressed rigid hierarchy, uniformity, and autocratic decision-making (Cowper 2000; Mastrofski 1998).

Keywords

Leadership Team Police Agency Participative Management Police Chief Break Arrow 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

References

  1. Ajzen, I. (2005): Attitudes, personality and behavior. New York: Open University Press.Google Scholar
  2. Alarid, L. (1999): Law enforcement departments as learning organizations: Argyris’s theory as a framework for implementing community-oriented policing. Police Quarterly 2(3), 321–337.CrossRefGoogle Scholar
  3. Bayley, D. (2008): Police reform: Who done it? Policing and Society, 8(1), 8–19.Google Scholar
  4. Berry, J./O’Connor, G./Punch, M./Wilson, P. (2008): Strange union: changing patterns of reform, representation, and unionization. Police Practice & Research, 9(2), 113–130.CrossRefGoogle Scholar
  5. Bradley, D./Nixon, C. (2009): Ending the ‘dialogue of the deaf’: Evidence and policing policies and practice. An Australian case study. Police Practice & Research,10(5–6), 423–435.CrossRefGoogle Scholar
  6. Canter, D. (2004): A tale of two cultures: A comparison of the cultures of the police and of academia. In: Villiers, P./Adlam, R. (Eds.), Policing a safe, just and tolerant society (109- 121).Winchester, UK: Waterside Press.Google Scholar
  7. Cowper, T. (2000): The myth of the ‘military model’ of leadership in law enforcement. Police Quarterly, 3(3), 228–246.CrossRefGoogle Scholar
  8. DeLord, R./Burpo, J./Shannon, M./Spearing, J. (2008): Police union power, politics, and confrontation in the 21st century. Springfield, IL: Charles C. Thomas.Google Scholar
  9. Engel, R.,/Whalen, J. (2010): Police-academic partnerships: ending the dialogue of the deaf, the Cincinnati experience. Police Practice and Research, 11(2), 105–115.CrossRefGoogle Scholar
  10. Flynn, J. (2004): The merits of community policing in the Twenty-First Century: The view from the street. In: Fridell, L. (Ed.), Community policing: The past, present, and future, Washington D.C.: Police Executive Research Forum.Google Scholar
  11. Goldstein, H. (1990): Problem Oriented Policing. Cambridge, MA: Ballinger Press.Google Scholar
  12. Gottschalk, P. (2008): Knowledge management in policing: Enforcing law on criminal business enterprises. New York: Hindawi Publishing.Google Scholar
  13. Heller, F./Pusic, E./Strauss, G,/Wilpert, B. (1998): Organizational participation: Mythand reality. Oxford: Oxford University Press.Google Scholar
  14. Jensen, C.J. (2006): Consuming and applying research evidence-based policing. Police Chief, 73(2).Google Scholar
  15. Johnston, L./Shearing, C. (2009): From a ’dialogue of the deaf’ to a ’dialogue of listening’: towards a new methodology of policing research and practice. Police Practice and Research, 10(5–6), 415–422.CrossRefGoogle Scholar
  16. King, W. (2004): Toward a better understanding of the hierarchical nature of police organizations: Conception and measurement. Journal of Criminal Justice, 33(1), 97–109.CrossRefGoogle Scholar
  17. Kirkpatrick, D.L. (1976): Evaluation of training. In R. Craig & L. Bittel (Eds), Training and Development Handbook (pp. 87–112). New York: McGraw Hill.Google Scholar
  18. Kraiger, K./Ford, J. K./Salas, E. (1993): Application of cognitive, skill-based, and affective theories of learning outcomes to new methods of training evaluation Journal of Applied Psychology, 78(2), 311–328.CrossRefGoogle Scholar
  19. Lewin, K. (1947): Frontiers in Group Dynamics: Concept, Method and Reality in Social Science; Social Equilibria and Social Change. Human Relations, 1(1), 5–41.CrossRefGoogle Scholar
  20. Marks, M./Sklansky, D. (2008): Voices from below: Unions and participatory arrangements in the police workforce. Police Practice & Research, 9(2), 85–94.CrossRefGoogle Scholar
  21. Marks, M,/Wood, J./Ali, F./Walsh, T./Witbooi, A. (2009): Worlds apart? On the possibilities of police/academic collaboration. Policing: A Journal of Policy and Practice, 4(2).Google Scholar
  22. Mastrofski, S. (1998): Community policing and police organizational structure. In: Brodeur, J. (Ed.), How to recognize good policing: problems and issues. Thousand Oaks, CA: Sage Publications.Google Scholar
  23. Rynes, S.L./Giluk, T.L./Brown, K.G. (2007): The very separate worlds of academic and practitioner periodicals in human resource management: implications for evidence-based management. Academy of Management Journal, 50(5), 987–1008.CrossRefGoogle Scholar
  24. Rousseau, D./McCarthy, S. (2007): Educating managers from an evidence-based perspective. Academy of Management Education and Learning, 6(1), 84–101.CrossRefGoogle Scholar
  25. Skogan, W. (2004): Community policing: Common impediments to success. In: Fridell, L. (Ed.) Community policing: The past, present, and future. Washington D.C.: Police Executive Research Forum.Google Scholar
  26. Skogan, W.G./Frydl, K. (2004): Fairness and effectiveness in policing: the evidence. National Academies Press.Google Scholar
  27. Steinheider, B./Wuestewald, T. (2008): From the bottom-up: Sharing leadership in a police agency. Police Practice & Research, 9(2), 145–163.CrossRefGoogle Scholar
  28. Steinheider, B./Wuestewald, T. (2009): Integrating vertical and horizontal leadership in a police agency: Police middle manager perceptions of a democratization project. Wirtschaftspsychologie, 4, 77–85.Google Scholar
  29. Toch, H./Grant, J. (2005): Police as problem solvers: How frontline workers can promote organizational and community change. Washington D.C.: American Psychological Association.CrossRefGoogle Scholar
  30. Toch, H./Grant, J./Galvin, R. (1975): Agents of change: A study in police reform. New York: John Wiley.Google Scholar
  31. United States Bureau of Justice Statistics (2000): Law enforcement management and administrative statistics, 2000. Washington D.C.: U. S. Dept. of Justice.Google Scholar
  32. Weber, W./Unterrainer, C./Höge, T. (2008): Socio-moral atmosphere and prosocial and Democratic value orientations in enterprises with different levels of structurally anchored participation. German Journal of Human Resource Research/ Zeitschrift für Personalforschung. 22 (2), 171–194.Google Scholar
  33. Weber, W./Unterrainer, C./Schmid, B. (2009): The influence of organizational democracy on employees’ socio-moral climate and prosocial behavioral orientations. Journal of Organizational Behavior, 30(8), 1127–1149.CrossRefGoogle Scholar
  34. Weber, W., & Unterrainer, C. (2012): The Analysis of Preconditions for the Fostering of Democratic Behavioral Orientations in Business Organizations – The ODEM Questionnaire (POPD), In: Weber, W./Thoma, M./Ostendorf, A./Chisholm, L. (Eds), Democratic Competences and Social Practices in Organizations. Wiesbaden: VS Verlag für Sozialwissenschaften.CrossRefGoogle Scholar
  35. Wilkinson, A./Gollan, P./Marchington, M./Lewin, D. (Eds.) (2010): The Oxford handbook of participation in organizations. New York: Oxford University Press.Google Scholar
  36. Wuestewald, T./Steinheider, B. (2006): Shared Leadership: Can Empowerment Work in Police Organizations? The Police Chief, 73(1), 48–55.Google Scholar
  37. Wykoff, M./Skogan, W. (1994): The effect of a community policing management style on officers’ attitudes. Crime & Delinquency, 40 (3), 371–383.CrossRefGoogle Scholar

Copyright information

© VS Verlag für Sozialwissenschaften | Springer Fachmedien Wiesbaden 2012

Authors and Affiliations

  • Brigitte Steinheider
  • Todd Wuestewald
  • Armin Pircher-Verdorfer

There are no affiliations available

Personalised recommendations