FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W3186117023> ?p ?o ?g. }

• W3186117023 endingPage "64" @default.
• W3186117023 startingPage "1" @default.
• W3186117023 abstract "This study focuses on issues of leadership and organisational ethics. It is based on 41 indepth interviews – three with chief officers and at least five with frontline officers in each of five case study forces from England and Wales. The aim of the research was to explore the impact that senior leadership was perceived to have on ethical police behaviour, particularly that of those officers and staff in frontline roles. Its key findings were as follows:* Overall, the large majority of interviewees felt there had been a positive shift in the style of police leadership in recent years. There was a general sense leaders had moved away from an autocratic style to a more inclusive and open approach. Most current leaders in the five study forces were seen as consultative and good communicators.* Interviewees found it difficult to disentangle the factors that constituted effective leadership in general from those that specifically promoted ethical behaviour. The belief that ethical behaviour was a ‘natural consequence’ of effective leadership was common.* A range of opinions about leadership styles were evident in all study forces, though the importance of honesty, integrity, visibility, transparency, and consistent and clear messages were emphasised, and reportedly had a clear impact on morale.* Evidence suggested that leaders were seen as both figureheads and role models for conduct. Setting values and standards, and communicating and enforcing those standards fairly, were also key themes raised in all interviews.* With the exception of autocratic leadership (which was mainly used to describe former chief officers), most interviewees felt that different styles could promote ethical behaviour.* Demonstration of transformational and participative leadership styles was seen as important, particularly by senior leaders. Visibility and communication were seen as key dimensions of leadership that offered opportunities to encourage organisationalcommitment, as a result of it increasing the credibility of leaders among staff and a belief in shared values and goals.* Elements of transactional leadership were also thought important for staff behaviour and morale, particularly in terms of encouraging appropriate standards through the consistent and fair application of reward and sanction within the organisation.* For many, successful leadership in fostering ethical behaviour was seen to come through flexibility and balance in leadership style. The nature of policing – with its high levels of discretion and specific vulnerabilities towards misconduct (e.g. contact with criminals) – reportedly meant leadership needed to be both transformational and transactional.* Comments from the majority of chief officers and frontline staff supported the idea that a more open and democratic style of leadership secured a better commitment to organisational values and promoted ethical behaviour.* While leadership was seen as important at all levels, first line supervisors were thought to have more of an influence than chief officers as they were the day-to-day role models for behaviour for most people. The provision of support to, and the empowerment of, frontline supervisors was, therefore, seen as particularly crucial.* The research highlighted the need for senior leaders and supervisors to be more aware of, and self-reflective about, leadership styles and processes and the impact these can have on the ethical behaviour of staff. Notably, while performance expectations need to be set and aligned with wider force priority and integrity frameworks, there was a widespread view that a narrow performance focus could have negative consequences." @default.
• W3186117023 created "2021-08-02" @default.
• W3186117023 creator A5008043634 @default.
• W3186117023 creator A5008555680 @default.
• W3186117023 creator A5047201298 @default.
• W3186117023 creator A5082769525 @default.
• W3186117023 date "2015-01-01" @default.
• W3186117023 modified "2023-09-23" @default.
• W3186117023 title "The role of leadership in promoting ethical police behaviour: The findings of qualitative case study research" @default.
• W3186117023 cites W102486141 @default.
• W3186117023 cites W13996614 @default.
• W3186117023 cites W1490408817 @default.
• W3186117023 cites W1493290276 @default.
• W3186117023 cites W1550621568 @default.
• W3186117023 cites W1557494950 @default.
• W3186117023 cites W1561689924 @default.
• W3186117023 cites W1586341733 @default.
• W3186117023 cites W1596801600 @default.
• W3186117023 cites W1941762603 @default.
• W3186117023 cites W1965242200 @default.
• W3186117023 cites W1966713591 @default.
• W3186117023 cites W1977137394 @default.
• W3186117023 cites W1989302046 @default.
• W3186117023 cites W1995398796 @default.
• W3186117023 cites W1995715847 @default.
• W3186117023 cites W2011508098 @default.
• W3186117023 cites W2016559109 @default.
• W3186117023 cites W2028179265 @default.
• W3186117023 cites W2030008488 @default.
• W3186117023 cites W2035239461 @default.
• W3186117023 cites W2035633158 @default.
• W3186117023 cites W2053272124 @default.
• W3186117023 cites W2054992558 @default.
• W3186117023 cites W2066275267 @default.
• W3186117023 cites W2067490767 @default.
• W3186117023 cites W2067708941 @default.
• W3186117023 cites W2075536921 @default.
• W3186117023 cites W2082742630 @default.
• W3186117023 cites W2084208365 @default.
• W3186117023 cites W2092716255 @default.
• W3186117023 cites W2093052708 @default.
• W3186117023 cites W2096330032 @default.
• W3186117023 cites W2099500918 @default.
• W3186117023 cites W2099907568 @default.
• W3186117023 cites W2102550271 @default.
• W3186117023 cites W2109465111 @default.
• W3186117023 cites W2109981236 @default.
• W3186117023 cites W2111279948 @default.
• W3186117023 cites W2118496797 @default.
• W3186117023 cites W2120773016 @default.
• W3186117023 cites W2122955616 @default.
• W3186117023 cites W2128398900 @default.
• W3186117023 cites W2135627610 @default.
• W3186117023 cites W2139157361 @default.
• W3186117023 cites W2143846011 @default.
• W3186117023 cites W2146272101 @default.
• W3186117023 cites W2155014771 @default.
• W3186117023 cites W2158463424 @default.
• W3186117023 cites W2161354255 @default.
• W3186117023 cites W2175868064 @default.
• W3186117023 cites W2334065823 @default.
• W3186117023 cites W2499310897 @default.
• W3186117023 cites W2528365369 @default.
• W3186117023 cites W3035140987 @default.
• W3186117023 cites W3035582179 @default.
• W3186117023 cites W566668376 @default.
• W3186117023 cites W585572478 @default.
• W3186117023 cites W2142325887 @default.
• W3186117023 cites W2271541484 @default.
• W3186117023 hasPublicationYear "2015" @default.
• W3186117023 type Work @default.
• W3186117023 sameAs 3186117023 @default.
• W3186117023 citedByCount "1" @default.
• W3186117023 countsByYear W31861170232015 @default.
• W3186117023 crossrefType "journal-article" @default.
• W3186117023 hasAuthorship W3186117023A5008043634 @default.
• W3186117023 hasAuthorship W3186117023A5008555680 @default.
• W3186117023 hasAuthorship W3186117023A5047201298 @default.
• W3186117023 hasAuthorship W3186117023A5082769525 @default.
• W3186117023 hasConcept C144024400 @default.
• W3186117023 hasConcept C144661447 @default.
• W3186117023 hasConcept C157298493 @default.
• W3186117023 hasConcept C15744967 @default.
• W3186117023 hasConcept C17744445 @default.
• W3186117023 hasConcept C190248442 @default.
• W3186117023 hasConcept C197386563 @default.
• W3186117023 hasConcept C199539241 @default.
• W3186117023 hasConcept C2777293324 @default.
• W3186117023 hasConcept C36289849 @default.
• W3186117023 hasConcept C39549134 @default.
• W3186117023 hasConcept C555826173 @default.
• W3186117023 hasConcept C77805123 @default.
• W3186117023 hasConcept C94625758 @default.
• W3186117023 hasConceptScore W3186117023C144024400 @default.
• W3186117023 hasConceptScore W3186117023C144661447 @default.
• W3186117023 hasConceptScore W3186117023C157298493 @default.
• W3186117023 hasConceptScore W3186117023C15744967 @default.
• W3186117023 hasConceptScore W3186117023C17744445 @default.

• next