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

Journal article


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. https://doi.org/10.1093/police/pat040
AuthorsCockcroft, T.
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.

Year2014
JournalPolicing: A Journal of Policy and Practice
Journal citation8 (1), pp. 5-13
PublisherOxford Journals
ISSN1752-4512
Digital Object Identifier (DOI)https://doi.org/10.1093/police/pat040
Publication dates
Print02 Jan 2014
Publication process dates
Deposited07 Apr 2014
Output statusPublished
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https://repository.canterbury.ac.uk/item/87177/police-culture-and-transformational-leadership-outlining-the-contours-of-a-troubled-relationship

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