5 Core Leadership Principles in Policing
Leadership is Key to Shaping the Intersection of Policing and Public Health
July 29, 2023
By: M. Barter
Prevention-Focused / Evidence-Based Culture
In a world where policing is at a crossroads, the need for strong leadership throughout the ranks is necessary to provide a high level of service to police employees* and the communities they serve. After over 15 years in the policing profession, it has become clear that a path toward a prevention-focused, evidence-based culture can help drive organizational success that will meet the goals of internal and external stakeholders.
Focusing on crime prevention, as opposed to enforcement or reacting to crime, is vital to keeping communities safe. When done in an evidence-based manner, police can dramatically impact community members' quality of life, health, and overall well-being. When led toward these goals, police officers can feel more connected to their work and community, develop a strong sense of purpose, and provide superior service that is equitable and just.
Specifically, to move toward a prevention-focused, evidence-based culture, leaders should consider five critical components: vision, communication, emotional intelligence, inspiration, and trust.
Vision:
A clear vision is fundamental for transformational leadership and fostering collaborations for social change. In the context of policing, it means establishing a purpose that aligns with crime prevention (and I argue specifically violence prevention) as the central mission. A well-defined vision can unite stakeholders and partners behind a common purpose, making a collective impact on community safety more achievable[i, ii, iii, iv, v].
Communication:
Articulating the vision effectively is vital to garnering buy-in from all stakeholders. Communication serves as a mechanism to convey core values, promote understanding, and facilitate necessary changes. Continuous and timely communication through various mediums is essential for connecting the daily efforts of police officers and professional staff to the broader goal of crime prevention, thereby enhancing collaboration and trust among team members[vi, v, iv vii, x, ix].
Emotional Intelligence:
Emotional intelligence, including empathy, plays a significant role in transformational leadership. As police officers navigate changes, acknowledging and addressing their emotions are crucial. Developing strong emotional intelligence enables leaders to understand officers' challenges, engage with their feelings, and communicate effectively, fostering a positive and supportive work environment[ii, viii, v].
Inspiration:
Inspirational leadership can profoundly impact motivating individuals to achieve their goals. Connecting the vision to personal values and highlighting the importance of each individual's work can inspire innovation and a sense of purpose among team members. As leaders, we can’t just try to motivate our public servants; we need to connect them to the mission daily and inspire them to work toward those values. When we do, we increase feelings of self-worth and, in turn, enhance their effort and work product[ii, vii, v].
Trust:
Building trust is the cornerstone of successful transformational change and collaboration. Trusting relationships create a sense of security, align self-interest with organizational objectives, and foster empathy. In policing, trust and legitimacy are vital to creating community safety. Leaders must demonstrate competency and follow through on their commitments to establish and reinforce trust[ii, v, xi].
The intersection of policing and public health requires transformative leadership focusing on vision, communication, emotional intelligence, inspiration, and trust. By understanding the importance of these leadership components and aligning them with specific objectives and key results, aspiring leaders can pave the way for a prevention-focused, evidence-based policing culture to enhance community safety. These changes can be sustained through intentional leadership development beyond a leader’s tenure, leaving a lasting positive impact.
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* I very intentionally use the term “police employees” instead of only “officers” because police departments are much larger than there sworn staff. Many talented, committed people help an agency perform. Both sworn and non-sworn need a high level of leadership to drive success.
References:
[i] Craig, N., & Snook, S. (2014). From Purpose to Impact: Figure out your passion and put it to work. Harvard Business Review, 92, 105–111.
[ii] Kanter, R. M. (2012). How Great Companies Think Differently? NHRD Network Journal, 5(1), 1–12. https://doi.org/10.1177/0974173920120101
[iii] Ready, D. A., & Truelove, E. (2011). The Power of Collective Ambition. Harvard Business Review, 89, 94–102.
[iv] Kania, J., & Kramer, M. (2011). Collective Impact. Stanford Social Innovation Review, 9(I), 36–41. https://doi.org/10.48558/5900-KN19
[v] Marcus, D. L. J., Dorn, D. B. C., Henderson, J., & McNulty, E. J. (2015). Meta-Leadership: A Framework for Building Leadership Effectiveness.
[vi] Hill, L. A. (2008). Where will we find tomorrow's leaders? Harvard Business Review, 86(1), 123–138.
[vii] Kotter, J. P. (1995). Why Transformation Efforts Fail. Leading Change, 73, 59–67.
[viii] Lee Marks, M. (2007). A framework for facilitating adaptation to organizational transition. Journal of Organizational Change Management, 20(5), 721–739. https://doi.org/10.1108/09534810710779126
[ix] Spreitzer, G., & Porath, C. (2012). Creating Sustainable Performance.pdf. Harvard Business Review, 90(1), 92–99.
[x] Lee Marks, M. (2007). A framework for facilitating adaptation to organizational transition. Journal of Organizational Change Management, 20(5), 721–739. https://doi.org/10.1108/09534810710779126
[xi] Hurley, R. (2006). The Decision to Trust. Harvard Business Review, 84, 55–62.