The governance of contemporary police organisations requires leaders and managers to work in and understand complex social, political, and organisational environments. The wide range of topics in this collection explores what is changing, what is known about the impact of these changes, and what leaders and managers now need to be able to do or anticipate as a consequence. Operational policing now embraces new models of "partnership" and "community" to manage crime and disorder. Equally, while command and control models are still an essential of many aspects of policing, managing police officers and staff increasingly depends on their professional development and encouraging enthusiasm and innovation. Policing takes place under conditions of intense scrutiny from the media and from the community, and crime and disorder is the subject of much political debate. The volume is aimed at every level of management and leadership in policing, as well as researchers and students.
The challenges for police leaders and managers worldwide are surprisingly consistent. This volume presents fresh and unusual perspectives from Australia on the new contexts and challenges of contemporary police leadership and management. It provides practitioners, researchers and students with a breadth and depth of background that enables them to understand the often politically complex environment of crime and disorder management faced by those in leadership roles. The contributors to the volume recognise that modern operational policing must embrace partnership models in order to manage crime and disorder, and that, while command and control models are still an essential of many aspects of policing, managing police officers and staff increasingly depends on their professional development and encouraging enthusiasm and innovation. The authors also write against a background of intense political, media and community scrutiny of police work. The wide range of topics explores what is changing, what is known about the impact of these changes and what leaders and managers now need to be able to do or anticipate as a consequence.
Introduction: Police Leadership and Management
Requirements of police managers and leaders from sergeant to commissioner John Casey and Margaret Mitchell
Part I - The Changing Contexts of Operational Police Work
Changing law, changing policing David Dixon Third party and partnership policing Janet Ransley and Lorraine Mazerolle Private police: partners or rivals? Tim Prenzler and Rick Sarre Managing intelligence: innovation and implications for management Patrick F Walsh Evidence-based policy and practice in police management Margaret Mitchell Supervision and management of investigative interviewing: learning from the UK experience Tracey Green and Gary Shaw Investigative interviewing with witnesses: a research note from Western Australia Ellen Grote and Margaret Mitchell
Part II - Developing the Profession of Policing
Professionalisation of policing in Australia: the implications for police managers Ian J Lanyon Leadership development in Australasian policing: the role of education Stephen Pierce Leading for integrity and effective accountability: a challenge from within Colleen Lewis Police oversight: help or hindrance? Glenn Ross Designing performance management systems for Australian policing John Gillespie, Allan Sicard and Scott Gardner It's mine and you can't have it: knowledge sharing in police organisations Vincent Hughes and Paul Jackson Stress and decision-making in police managers and leaders David Mutton
Part III - Managing Relationships in Policing
The news media Stephen Jiggins Community-Police consultation: what is it and what is it intended to do? Margaret Mitchell and John Casey Policing in Indigenous communities Chris Cunneen International policing John Casey References / Index
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