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Following the leader: front-line narratives on police leadership

机译：跟随领导者：关于警察领导力的前线叙事

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Purpose - The purpose of this article is to consider junior officers' attitudes towards those in senior positions, and the implications that this has for current debates on improving police leadership. Design/methodology/approach - An ethnographic study of policing underpins the article and theoretically the notion of police culture is used to consider the various ways in which frontline police officers are able to resist or circumvent reforms to which they do not subscribe. Findings - The article finds that frontline officers place great value on being led by senior officers who have considerable direct experience of street level policework. Those officers who have rapidly climbed the promotion ladder, without "serving their time" on the streets, are regarded with some suspicion. Research limitations/implications - Further analysis of the attitudes of junior officers towards their senior colleagues would be useful, to build on this study to consider the extent to which the attitudes identified here apply to various roles completed by senior officers. Practical implications - The current agenda of police reform emphasises the benefits to be had from employing leaders who are from outside the British police service. While the suspicion with which such individuals are likely to be greeted by frontline staff is not, in itself, reason to reject such proposals it does indicate that efforts need to be made to bridge the "credibility gap" that seems likely to surround them. The article identifies a number of situations in which junior police officers did not accept the legitimacy of requests made by those of senior rank. It is not argued that leaders and managers were necessarily betraying ignorance of the realities of police work or that they were misguided. However, it is argued that given the continuing high levels of discretion available to police officers in terms of how they interpret their role and operationalise their diverse duties it is important for proponents of police reform to understand the cultural factors that, in part, will determine the ways in which frontline officers will respond to change. Originality/value - The article presents valuable and original insight into a neglected aspect of debates on police leadership; namely, the perspectives of those who are "followers". Since British policing has continued to eschew officer-level entry, the issues raised are vitally important to those seeking to transform police leadership by introducing those from outside the service to senior positions.
机译：目的-本文的目的是考虑初级官员对高级职位人员的态度，以及这对当前有关改善警察领导能力的辩论的影响。设计/方法论/方法-一项关于警务的人种志研究作为本文的基础，并且从理论上讲，警察文化的概念用于考虑前线警官能够抵制或规避他们不赞成的改革的各种方式。调查结果-该文章发现，一线警务人员非常重视由具有直接街头警务经验的高级警官领导。那些迅速爬上晋升阶梯而又不“花时间”在街上的军官被怀疑。研究的局限性/含意-在本研究的基础上，进一步分析初级官员对高级同事的态度将是有用的，以考虑此处确定的态度在多大程度上适用于高级官员所完成的各种角色。实际意义-当前的警察改革议程强调了雇用来自英国警察局以外的领导人所能获得的好处。尽管怀疑这些人可能被一线工作人员打招呼本身并不是拒绝这些提议的理由，但它的确表明需要努力弥合似乎可能围绕着他们的“信誉差距”。这篇文章指出了在许多情况下，初级警察不接受高级官员提出的要求是合法的。并没有指出领导者和管理者必然背叛了对警察工作现实的无知或被误导了。但是，据认为，鉴于警官在如何解释其角色和执行其多样化职责方面继续享有较高的自由裁量权，因此对警察改革的支持者来说，重要的是要理解部分文化因素将决定一线人员应对变化的方式。独创性/价值-这篇文章提供了对警察领导权辩论中被忽视的方面的宝贵而独到的见解；也就是那些“追随者”的观点。由于英国的警务工作继续避免官员级别的进入，因此提出的问题对于那些寻求通过将军人以外的人员引入高级职位来转变警察领导力的人而言至关重要。

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