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The Police Profession Is Badly Impacted by Ongoing Unethical Behavior of Police Personnel and A Lack of Applied Knowledge and Standards of Ethical Leadership in Police Promotional Processes

The article's goal is to analyze how ongoing unethical behavior by police personnel and a lack of applied knowledge and ethical leadership standards in the promotion of police officers negatively impact the police profession. Police organizations require the right resources to build a greater sense of ethical leadership in order to conduct operations and engage with communities more successfully, according to public officials, experts, and practitioners.
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0% found this document useful (0 votes)
59 views17 pages

The Police Profession Is Badly Impacted by Ongoing Unethical Behavior of Police Personnel and A Lack of Applied Knowledge and Standards of Ethical Leadership in Police Promotional Processes

The article's goal is to analyze how ongoing unethical behavior by police personnel and a lack of applied knowledge and ethical leadership standards in the promotion of police officers negatively impact the police profession. Police organizations require the right resources to build a greater sense of ethical leadership in order to conduct operations and engage with communities more successfully, according to public officials, experts, and practitioners.
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Volume 8, Issue 9, September – 2023 International Journal of Innovative Science and Research Technology

ISSN No:-2456-2165

The Police Profession is Badly Impacted by Ongoing


Unethical Behavior of Police Personnel and a Lack of
Applied Knowledge and Standards of Ethical
Leadership in Police Promotional Processes
Dr. John Motsamai Modise
South African Police Service

Abstract:- The article's goal is to analyze how ongoing Keywords:- Leadership, Organizational Commitment,
unethical behavior by police personnel and a lack of Continuance Commitment, Unethical Behavior of Police
applied knowledge and ethical leadership standards in Personnel, Lack of Applied Knowledge and Standards of
the promotion of police officers negatively impact the Ethical Leadership, Police Promotional Processes.
police profession. Police organizations require the right
resources to build a greater sense of ethical leadership in I. INTRODUCTION
order to conduct operations and engage with
communities more successfully, according to public ‘Ethical leaders’ refers to individuals who conduct
officials, experts, and practitioners. The article argues themselves ethically, reflecting honesty, respect, fairness,
that unethical behavior by police personnel and a lack of integrity, respect, openness and democratic interaction,
applied knowledge and ethical leadership standards in which increase employees’ commitment level. Police
the promotion of police officers have a negative impact agencies seek to advance ethical officers into higher
on the police profession in several ways. First, it erodes leadership roles, but no strategy has been found in the
public trust in the police. When people see police officers academic literature that focuses on doing so. Although
engaging in unethical behavior, they are less likely to police departments aspire to promote ethical individuals to
believe that the police are there to protect them and higher leadership positions, no approach has been found in
more likely to see them as a threat. This can make it the research literature that focuses on the promotion of
more difficult for the police to do their jobs effectively, ethical police officers (Barker, 2017; Hanson & Baker,
as people are less likely to cooperate with them or report 2017). This is the basic issue to be addressed in this study.
crimes. Second, it can lead to increased crime. When Examination of moral leadership requirements for police
police officers are corrupt, they may be more likely to promotion, officers with unknown or unproven character
take bribes or ignore crimes. This can create an qualities have been promoted, hurting the profession due to
environment where criminals feel emboldened to commit a lack of applied knowledge and standards and the
crimes, knowing that they are unlikely to be caught or continuous unethical actions of police officers. The lack of
punished. Third, it can damage the reputation of the applied knowledge and standards for ethical leadership in
police force. When police officers engage in unethical the promotion of police officers is a major problem (Stinson,
behavior, it can damage the reputation of the entire Liederbach, Lab, & Brewer, 2016). It allows officers with
police force. This can make it more difficult for the unknown or unproven character traits to be promoted, which
police to recruit and retain good officers, and it can also can lead to unethical behavior and a loss of public trust.
make it more difficult for them to get the resources they
need to do their jobs. Fourth, it can increase the risk of The loss of public trust is one of the most serious
civil lawsuits. When police officers engage in unethical consequences of unethical behavior by police personnel.
behavior, they can be sued by the people they have When people see police officers engaging in unethical
harmed. This can cost the police department a lot of behavior, they are less likely to believe that the police are
money, and it can also damage the reputation of the there to protect them and more likely to see them as a threat.
department even further. The article argues that police This can make it more difficult for the police to do their jobs
organizations need to do more to build a greater sense of effectively, as people are less likely to cooperate with them
ethical leadership. This includes providing training on or report crimes.
ethics to all police officers, establishing a system for
reporting and investigating unethical behavior, and
holding officers accountable for their actions. It also
includes promoting officers who demonstrate strong
ethical leadership. By taking these steps, police
organizations can help to create a more ethical police
profession that is respected by the public.

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Volume 8, Issue 9, September – 2023 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
 The negative impacts of unethical behavior of police II. THEORETICAL FRAMEWORK
personnel:
 Social Exchange Theory
 Loss of Public Trust: As far as theoretical underpinnings are concerned, the
When police officers engage in unethical behavior, it study is based on the concepts of social exchange theory.
erodes public trust in the police. This can make it more The theory suggests the presence of two types of
difficult for the police to do their jobs effectively, as people relationships at work: social exchange relationships and
are less likely to cooperate with them or report crimes. The economic exchange relationships. In this regard, one can
loss of public trust is one of the most serious consequences argue that economic exchange relations are basically
of unethical behavior by police personnel. When people see transactional in nature. In these relations, we are primarily
police officers engaging in unethical behavior, they are less concerned about the completion of tasks. The reasons for
likely to believe that the police are there to protect them and having this sort of relationship are purely economic.
more likely to see them as a threat. This can make it more Furthermore, in these types of relations, we are not even
difficult for the police to do their jobs effectively, as people concerned about taking the relationship to the next level
are less likely to cooperate with them or report crimes. (Carnevale et al., 2019). Although, this sort of relationship
can help accomplish the tasks, however, this type of
 Increased Crime: relationship cannot help in gaining the creative cooperation
Unethical behavior by police officers can also lead to of employees. Therefore, there has to be something that can
increased crime. For example, if officers are corrupt, they help the organizational leaders in gaining the creative
may be more likely to take bribes or ignore crimes. This can cooperation of employees, these are the social exchange
create an environment where criminals feel emboldened to relations (Deluga, 1998). Hence, leaders must focus on
commit crimes, knowing that they are unlikely to be caught building social exchange relations with employees (Khan &
or punished. Ghayas, 2022). Social exchange relations are the relations
that are more concerned about trustworthiness and the sense
 Damage to the Reputation of the Police Force: of affiliation with the other person. These relations are built
When police officers engage in unethical behavior, it on trust, care, and respect and help gain the creative
can damage the reputation of the entire police force. This cooperation of employees. Since, this study discusses
can make it more difficult for the police to recruit and retain paternalistic leadership and organizational commitment
good officers, and it can also make it more difficult for them where paternalistic leadership suggests that the leader
to get the resources they need to do their jobs. should take more of the role of an expert or a father-like
figure (Soylu, 2011).
 Increased Risk of Civil Lawsuits:
When police officers engage in unethical behavior,  According to (Thibaut, 2017), social exchange theory is
they can be sued by the people they have harmed. This can a social science theory that asserts that aspects of
cost the police department a lot of money, and it can also rewards, sacrifices, and benefits impact one another in
damage the reputation of the department even further. social relations. According to this hypothesis, people
perceive their relationships with others based on how
 Decreased Morale Among Police Officers: they perceive themselves:
When police officers see their colleagues engaging in
unethical behavior, it can decrease their morale and make  How the relationship is balanced in terms of what is
them less likely to do their jobs effectively. given and what is taken away.
 The kind of relationship that is maintained.
 Increased Tension between the Police and the  Possibility of improving interpersonal relations.
Community:
Unethical behavior by police officers can increase According to (Thibaut, 2017), in general, social
tension between the police and the community. This can exchange theory analyses relationships between people by
make it more difficult for the police to do their jobs and can comparing interactions between people and marketing
lead to violence. activities. Therefore, in social exchange theory there are at
least four basic concepts, namely: rewards, costs, results,
The lack of applied knowledge and standards of ethical and levels of comparison.
leadership in police promotional processes can also have a
negative impact on the police profession. When officers who Consideration of ethical leadership-based training and
engage in unethical behavior are promoted, it sends a educational opportunities to align with essential ethical traits
message that such behavior is tolerated or even rewarded. that may be a major element in improving the lives of police
This can make it more likely that other officers will engage agency employees is conceivable in order to bring about
in unethical behavior as well. To address these problems, it positive societal change. In an effort to improve community
is important to have strong ethical standards for police safety, this research may ultimately offer a way to allow
officers and to hold them accountable for their actions. better public service and increased public support for the
Police departments should also have clear and transparent police.
promotional processes that reward officers for their ethical
behavior.

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ISSN No:-2456-2165
 Leadership Theory promote honesty among police officers. One is to create a
The art of leadership is to persuade followers to strong code of ethics and to hold officers accountable for
cooperate and contribute to the achievement of their actions. Police departments should also provide
organizational objectives (Hasibuan, 2007). Meanwhile, training on ethics and should create a culture of respect and
according to (Pauchant, Chester, and Barnard, 1994). trust.
Leadership is the process of influencing group activity in an
effort to accomplish a specific objective. First, the  It is also important to remember that police officers are
performance of a unit, agency, or organization can change human beings. They make mistakes, just like everyone
when a leader is replaced. Second, the findings of the else. However, when police officers are dishonest, it is
research indicate that leadership, including the process of important to hold them accountable and to take steps to
leadership at every level of the organization, the prevent it from happening again. Here are some specific
competencies, and the actions of the concerned leaders, is things that police departments can do to promote
one of the internal factors that influences organizational honesty among police officers:
success (Yukl, 2012). A leader must be able to provide
encouragement to his group members to work with a full  Create a Strong Code of Ethics:
sense of responsibility and be able to work together to The code of ethics should be clear and concise, and it
achieve organizational goals that have been set. should be based on the highest standards of ethical conduct.
The code should be communicated to all officers and should
There are several forms of leadership styles that must be used to guide their decision-making.
be possessed by leaders so that the ecosystem within the
company runs well. There are several examples of  Provide Training on Ethics:
leadership styles such as: ethical leadership, authentic The training should cover the code of ethics, as well as
leadership. The ideas, beliefs, and values of right and wrong the specific ethical challenges that police officers face. The
serve as the foundation for organizational behaviour, training should be interactive and should allow officers to
forming the ground for leaders' influence on subordinates in discuss the ethical dilemmas they may face in their work.
the pursuit of corporate objectives (Lemoine, Hartnell,
Leroy, 2019). Based on the definition above, it can be  Establish a System for Reporting and Investigating
concluded that the primary responsibility for resolving Unethical Behavior:
employee disagreements is centered on ethical leadership Officers should be able to report unethical behavior
and providing a guiding foundation to teach them the right without fear of retaliation. Investigations should be
thing to do. Ethical leaders thus translate into virtues that conducted promptly and impartially.
lead to making ethical decisions for the wider good. Ethical
leadership is an assessment of employee perceptions of  Hold Officers Accountable for their Actions:
ethical behaviour which is inferred from leader behaviour, Officers who engage in unethical behavior should be
with indicators (Yukl, Mahsud, Hassan and Prussia, 2013): disciplined or terminated, depending on the severity of the
offense.
III. POLICE HONESTY
 Promote Ethical Leadership:
Honesty is one of the most important qualities for a Police departments should promote officers who
police officer. Police officers are entrusted with a great deal demonstrate strong ethical leadership. This will send a
of power and authority, and they are expected to use that message that ethical behavior is valued and rewarded.
power and authority in an honest and ethical manner. When
police officers are dishonest, it erodes public trust in the  Create a Culture of Respect:
police and makes it more difficult for them to do their jobs Police departments should create a culture where all
effectively. There are many different ways that police members are treated with respect, regardless of their rank or
officers can be dishonest. They can lie to suspects, position. This will help to create an environment where
witnesses, or the public. They can falsify reports or officers are more likely to report unethical behavior.
evidence. They can take bribes or engage in other forms of
corruption.
 Encourage Whistleblowing:
Police departments should encourage officers to report
There are a number of factors that can contribute to unethical behavior, even if it is by another officer.
police dishonesty. One factor is the stress of the job. Police Whistleblowers should be protected from retaliation.
officers often work long hours and deal with difficult and
dangerous situations. This can put them under a lot of stress, By taking these steps, police departments can help to
which can make them more likely to make bad decisions.
create a culture of honesty and integrity among police
Another factor is the culture of the police department. If the officers. This will help to ensure that the police are held
department has a culture of silence or corruption, it can accountable for their actions and that the public can trust
make it more difficult for officers to speak up if they see them to do their jobs effectively.
something wrong. Finally, individual factors can also play a
role. Some people are simply more likely to be dishonest
than others. There are a number of things that can be done to

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ISSN No:-2456-2165
IV. POLICE FAIRNESS  Lack of Training:
Police officers often receive inadequate training on
Police fairness is the principle that all people should be implicit bias and other issues related to fairness. This can
treated equally by the police, regardless of their race, make it more likely that they will act in a biased way.
ethnicity, gender, or socioeconomic status. When police are
fair, they are more likely to gain the trust and cooperation of  Lack of Accountability:
the public, which can help them to do their jobs more When police officers violate the law or abuse their
effectively. There are many different ways that police can be power, they are often not held accountable. This can send
unfair. They can use excessive force, discriminate against the message that it is acceptable to act unfairly.
certain groups of people, or engage in other forms of
misconduct.  Racial Profiling:
Racial profiling is the practice of targeting people for
 Police fairness is an important principle that should be suspicion or arrest based on their race or ethnicity. This is a
upheld by all law enforcement agencies. When police are form of discrimination and can lead to unfair treatment by
fair, they are more likely to build trust with the the police.
communities they serve, which can lead to a safer and
more just society. Here are some specific ways that  Integrity
police can promote fairness: Police integrity is the quality of being honest and
having strong moral principles. Police officers are expected
 Use of Force: to be honest and ethical in their dealings with the public, and
Police should only use force when necessary and to uphold the law. When police officers are not honest or
proportionate to the threat posed. They should also be ethical, it can erode public trust in the police and make it
trained to de-escalate situations peacefully. more difficult for them to do their jobs effectively. There are
many different ways that police officers can demonstrate
 Discrimination: integrity. They can be honest in their dealings with the
Police should not discriminate against anyone based on public, even when it is difficult. They can be fair and
their race, ethnicity, gender, or any other protected impartial in their enforcement of the law. They can be
characteristic. They should treat everyone with respect and transparent in their decision-making. And they can be
dignity. accountable for their actions.

 Misconduct: There are a number of factors that can contribute to


Police should be held accountable for any misconduct, police integrity. One factor is the culture of the police
including excessive force, racial profiling, and corruption. department. If the department has a culture of honesty and
ethical conduct, it is more likely that officers will behave in
There are a number of factors that can contribute to an honest and ethical manner. Another factor is the training
police unfairness. One factor is implicit bias. Implicit bias is that police officers receive. If officers are trained in ethics
a type of unconscious bias that can lead to people being and the importance of integrity, they are more likely to
treated differently based on their race, ethnicity, or other behave in an honest and ethical manner. Finally, individual
factors. Another factor is the culture of the police factors can also play a role. Some people are simply more
department. If the department has a culture of silence or likely to be honest and ethical than others. There are a
corruption, it can make it more difficult for officers to speak number of things that can be done to promote integrity
up if they see something wrong. among police officers. One is to create a strong code of
ethics and to hold officers accountable for their actions.
Implicit bias and the culture of the police department Police departments should also provide training on ethics
are two important factors that can contribute to police and should create a culture of respect and trust. It is also
unfairness. Implicit bias is a type of unconscious bias that important to remember that police officers are human
can lead to people being treated differently based on their beings. They make mistakes, just like everyone else.
race, ethnicity, or other factors. It is important to note that However, when police officers are not honest or ethical, it is
implicit bias is not necessarily malicious. It is simply a important to hold them accountable and to take steps to
reflection of the way that we are socialized and the way that prevent it from happening again.
we see the world. The culture of the police department can
also play a role in police unfairness. If the department has a  Concern for Values
culture of silence or corruption, it can make it more difficult In order for a group or organization to function
for officers to speak up if they see something wrong. This effectively, authentic leadership is a leadership style that
can create an environment where officers feel like they are focuses on matching one's character with the ideals present
not held accountable for their actions, which can lead to within. Luthans, and Avolio, (2003), highlights the
misconduct. importance of the process of developing a leader's
legitimacy by sincere connections with subordinates,
In addition to implicit bias and the culture of the police respecting their input, and being founded on an ethical
department, there are other factors that can contribute to foundation.
police unfairness. These include:

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According to (Luthans, and Avolio, 2003), identifying  Problem-Solving:
and validating components to explain Authentic Leadership, Police officers often face complex problems that
including: require creative solutions. They need to be able to think
outside the box and come up with innovative solutions.
 Self-Awareness:
It is a process by which leaders know themselves, their  Communication:
strengths and weaknesses, their influence on others. This Police officers need to be able to communicate
component reflects values, identity, emotions, motivations, effectively with a variety of people, including suspects,
and goals, as well as knowing and being aware of their own victims, witnesses, and the public. They need to be able to
feelings. explain complex situations in a clear and concise way.

 Balanced Processing:  Leadership:


Is a way of objectively analysing all relevant Police officers need to be able to lead and motivate
information before making a decision. Analyse facts, data, others. They need to be able to build trust and rapport with
both external and self-referential. This demonstrates that their subordinates and create a positive work environment.
before making judgments, leaders carefully consider all
relevant information without exaggerating or ignoring it.  Integrity:
This allows the leader to avoid bias. This component is seen Police officers are held to a high standard of ethical
as authentic because the leader is open about perspectives conduct. They need to be honest, fair, and impartial in their
and is also objective in considering the perspectives of dealings with the public.
others.
Good leadership is essential for police officers to be
 Relational Transparency: successful in this complex environment. Good leaders are
It is an open sharing of the thoughts of the leader, and able to create a positive work environment, motivate their
the feelings of the leader towards his employees. Maintain subordinates, and make sound decisions. They are also able
leader-employee relationship based on sincerity and to build trust and rapport with the public, which is essential
honesty. Relational transparency occurs when leaders share for effective policing. The need for good police leadership is
their feelings, motivations and desires with others in an greater than ever. Police officers are facing increasing
appropriate way. This includes showing the positive and challenges, such as terrorism, cybercrime, and mass
negative sides of the leader himself to his employees. The shootings. They need to be able to work effectively in these
essence of this component is open and real communication complex and challenging environments, and good leadership
in a relationship. is essential for this.

 Internalized Moral Perspective: The term ―leadership‖ can be defined in terms of the
In response to peer pressure, societal pressure, or action of leading a group of people. This is usually done to
organizational pressure, it refers to self-regulation that is attain specific goals. Leadership is important in any business
directed by internal standards of morality, ethics, and values. setting (Ciulla, 2020). This is because it helps give direction
As a result, people behave morally and openly. This element toward success. This is done by the ability of effective
is regarded as genuine because the leader's activities align leaders of providing the vision, making quick decisions, and
with their ideals and beliefs. gaining the creative cooperation of the employees.
Therefore, there has been a renewed interest in the topics
V. LEADERSHIP concerning leadership. Consequently, a large number of
researchers (Batırlık et al., 2022; Fu et al., 2022) have
Police are required to understand and effectively studied leadership. In this regard, it should be noted that
operate in a complex social, political and organisational leadership is neither a one-dimensional construct nor a
environment (Casey and Mitchell, 2007). Good leadership is simple multi-dimensional construct but s rather a collection
fundamental to high performance in such realms and as such of various multi-dimensional constructs.
the need for good police leadership is greater than ever
(Meaklim and Sims, 2011). Leadership is a complex and multifaceted concept that
has been studied by scholars for centuries. There is no one
 Police officers are required to understand and effectively definition of leadership that is universally accepted, but
operate in a complex social, political, and most definitions agree that it involves the ability to influence
organizational environment. This requires them to have others to achieve a common goal. Leadership is important in
a variety of skills, including: any setting where people work together to achieve a
common goal. In a business setting, effective leadership can
 Critical Thinking: help to improve employee morale, productivity, and
The ability to think critically and analyze situations is innovation. It can also help to create a positive work
essential for police officers. They need to be able to assess a environment and attract and retain top talent.
situation quickly and make sound decisions.

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 The best type of leadership for a particular situation will  Police Leadership
vary depending on the specific circumstances. According According to More et al. (2012), the law enforcement
to Vito and Higgins (2010), inspirational leadership is community’s preferred leadership style has transitioned over
characterized by the following qualities. However, all time. What was once a strictly militaristic and autocratic
effective leaders share certain qualities, such as: leadership environment (Peak, 2015).

 Vision: The favored leadership style within the law


Effective leaders have a clear vision for the future and enforcement community has changed over time. An
are able to communicate that vision to others. environment of leadership that was formerly solely
militaristic and dictatorial has changed into one that is more
 Communication: collaborative and community-focused. This transition has
Effective leaders are good communicators who are able been influenced by a variety of causes. The police force's
to articulate their ideas clearly and concisely. growing diversity is one of the contributing factors. There
has been a growing understanding of the need for a more
 Decision-making: inclusive and collaborative leadership style as the police
Effective leaders are able to make sound decisions force has become more diverse.
quickly and confidently.
The evolving nature of crime is a further consideration.
 Motivation: Criminal activity used to be more frequently associated with
Effective leaders are able to motivate and inspire an issue that could be resolved by traditional law
others to achieve their goals. enforcement techniques like arrests and prosecutions.
Today, crime is seen of as a more complicated issue that
 Integrity: calls for a more all-encompassing strategy. As a result, there
Effective leaders are honest and ethical, and they set a is now more of an emphasis on problem-solving and
good example for others. community-based police.

Inspirational leadership is essential for police leaders. And finally, there have been changes in the public's
Police officers are often faced with difficult and challenging expectations of the police. The population used to be more
situations. Inspirational leaders can help to motivate and likely to submit to police authority in the past. However, the
support their officers, and they can help to create a positive public now expects more transparency and responsibility
and productive work environment. Leadership is a complex from the police. As a result, ethical leadership has received
and important topic, and there is no one-size-fits-all more attention, and decision-making has become more
approach. However, by understanding the different theories democratic. The transition to a more communal and
of leadership and the qualities of effective leaders, you can collaborative leadership style is still under progress. But if
develop your own leadership skills and become a more the police are to face the difficulties of the twenty-first
effective leader. century, it is an essential shift.

In this regard, it can be suggested that there are several In the past, law enforcement organizations were
types of leadership and researchers have used separate frequently run by autocratic leaders who expected blind
multi-dimensional constructs for defining and measuring devotion from their staff members. Although this leadership
these types of leadership styles. Some examples of these style was excellent at upholding discipline and order, it
leadership constructs are authentic leadership (Ghayas et al., could also be oppressive and foster a toxic work
2023), servant leadership (Turner, 2022), and environment. A growing trend in law enforcement in recent
transformational leadership (Mach et al., 2022). While in years has been toward more democratic and participatory
moral leadership, the leaders set moral standards. This is all leadership philosophies. The workforce is becoming more
about demonstrating self-discipline and remaining unselfish, diverse, there is a need for greater accountability, and there
hence, serving as a role model for others. This increases the is a desire to establish a more supportive and effective
level of confidence the employees have in their leaders (Hou workplace, all of which have contributed to this transition.
et al., 2019). Leadership is an ability to inspire others to
achieve common goals by providing strength, inspiration The shared decision-making model serves as the
and motivation to achieve them. Leadership is a rational foundation for democratic leadership. This means that when
attitude in making strategies, taking fast, precise actions and making choices, leaders consult with their staff members
being able to carry out a thorough analysis. Leadership is and consider their opinions. This management approach can
not about being in charge or having power over others. It is promote improved decision-making as well as increase
about inspiring and motivating others to achieve their goals. employee trust and cooperation. By allowing employees to
It is about creating a shared vision for the future and have a say in how their work is carried out, participatory
working together to make it a reality. leadership goes a step farther than democratic leadership.
Employee engagement and a sense of belonging to the team
are more likely under this leadership style. Although the
transition to more democratic and participatory leadership
styles is still in progress, it is evident that the need for

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change is becoming more widely acknowledged. This trend trust and cooperation among employees, improve decision-
is probably going to persist as law enforcement groups work making, and reduce turnover and absenteeism. They can also
to build more inclusive and effective organizations in the help to improve public relations and make law enforcement
years to come. agencies more effective organizations.

 Among the advantages of democratic and participatory More et al. (2003) noted that "supervisors serve as a
leadership approaches in law enforcement are the communications link between the line and higher
following: management. They are responsible for turning the concepts
and visions of those in higher positions into the 'nuts and
 Increased Trust and Cooperation: bolts' reality of police work" (p. 19). Regardless of rank
Employees are more likely to respect and work with level, each leader has an impact on the success of the
their bosses when they feel like they have a say in how organization. First-line supervisors are considered one of the
decisions are made. more crucial leadership levels in a police agency. They are
given direction from the middle management leaders about
 Better Decision-Making: agency goals and mission changes. However, they are given
Leaders are more likely to take better decisions that are significant autonomy to run their shifts or squads (More et
in the best interests of the organization when they consult al., 2012; Peak, 2015).
with their subordinates.
First-line supervisors are considered one of the most
 Increased Employee Satisfaction: crucial leadership levels in a police agency. They are
Employees are more likely to be content with their jobs responsible for the day-to-day operations of the agency, and
if they feel that they are a member of the team and have a they play a vital role in ensuring that the agency's goals and
voice in how their work is done. objectives are met.

 Reduced Turnover and Absenteeism:  First-line supervisors are responsible for a variety
Employees are less likely to leave or skip work when of tasks, including:
they are happy in their positions.
 Supervising the Work of Officers and Other Staff:
 Improved Public Relations: First-line supervisors are responsible for ensuring that
Law enforcement organizations are more likely to win officers and other staff are performing their duties
the public's trust and support when they are perceived as effectively and efficiently. They also need to provide
being more democratic and participatory. guidance and support to their subordinates.

Overall, it's a good thing that law enforcement is  Enforcing Departmental Policies and Procedures:
moving toward more democratic and participatory First-line supervisors are responsible for ensuring that
leadership methods. These leadership philosophies are more departmental policies and procedures are followed. They
likely to increase employee cooperation and trust, enhance also need to take disciplinary action when necessary.
decision-making, and lower absenteeism and turnover.
Additionally, they can aid in enhancing public relations and  Communicating with the Public:
enhancing the efficiency of law enforcement groups. First-line supervisors are often the first point of contact
for the public. They need to be able to communicate
According to More et al. (2012), the majority of effectively with the public and to build relationships with
agencies have abandoned the autocratic approach, even community members.
though some larger agencies still exhibit certain signs of it
because of their size and scope. A new generation of law  Resolving Conflicts:
enforcement professionals is entering the field, and it has First-line supervisors are often called upon to resolve
been argued that they favor a more participative leadership conflicts between officers, between officers and the public,
style, making democratic and transformational leadership or between officers and other staff. They need to be able to
styles more prevalent in the field today. mediate these conflicts and to find solutions that are
acceptable to all parties involved.
More et al. (2012) found that while some larger
agencies retain some vestiges of the autocratic style due to  Maintaining Morale and Motivation:
their size and span, most agencies have left that style behind. First-line supervisors need to be able to maintain
They also found that a new generation of officers is coming morale and motivation among their subordinates. They need
into the profession, and they prefer a more participative to create a positive work environment and to provide
leadership style. This is likely due to a number of factors, opportunities for their subordinates to grow and develop.
including the increasing diversity of the workforce, the need
for greater accountability, and the desire to create a more First-line supervisors play a vital role in the success of
positive and productive work environment. Democratic and a police agency. They are responsible for ensuring that the
participative leadership styles are more likely to be effective agency's goals and objectives are met, and they play a key
in law enforcement agencies because they can help to build role in building relationships with the public.

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 The following characteristics make an effective first-line communicate newly defined corporate goals while
supervisor: guaranteeing their fulfillment.

 Communication Skills:  Middle managers are crucial to an organization's


Effective communication skills with the general public, success. They are in charge of:
other stakeholders, and subordinates are essential for first-
line managers.  Communicating the Organization's Goals and Objectives
to the Workforce:
 Problem-Solving Skills: The workforce must be able to understand and follow
Effective problem-solving skills are essential for first- the middle managers' clear and intelligible explanations of
line supervisors. the organization's goals and objectives. They must also be
able to respond to inquiries and concerns.
 Decision-Making Skills:
First-line managers must be capable of making wise  Ensuring that the Organization's Goals and Objectives
choices swiftly and under duress. are Met:
In order to ensure that the goals and objectives of the
 Leadership Skills: organization are realized, middle managers must collaborate
First-line managers must be able to inspire and with their direct reports. They must monitor their
motivate their staff. development and pinpoint any trouble spots.

 Interpersonal Skills:  Coaching and Developing their Subordinates:


First-line managers must be able to establish rapport In order for middle managers' subordinates to perform
with their staff members, the general public, and other to their maximum potential, they must coach and develop
stakeholders. them. They must help their subordinates recognize and
improve upon their strengths and limitations by offering
 Integrity: feedback, direction, and support.
First-line managers must conduct themselves with
integrity and morality in all interactions.  Resolving Conflicts:
Middle managers must be able to settle disputes both
There are a few things you may do to get ready if you inside their own ranks and between those ranks and other
want to work in a police agency as a first-line supervisor: employees. They must be able to resolve these disputes
through mediation and reach agreements with all parties.
 Get Experience as an Officer:
Experience as an officer is the best method to get ready  Managing Change:
for a career as a first-line supervisor. This will provide you Effective change management is a skill that middle
the chance to gain knowledge of how a police department managers must possess. They must be able to inform the
runs its daily business and to hone the abilities and traits workforce of changes and aid in their adaptation to new
required to be successful in this position. policies and practices.

 Get a Degree in Criminal Justice: A middle manager's contribution to an organization's


You can acquire the information and abilities required success is tough yet rewarding. They must be able to strike a
for a career in law enforcement with a degree in criminal balance between the requirements of the organization and
justice. those of their subordinates. They must also be capable of
navigating the challenges of organizational life.
 Get Certified:
For first-line supervisors, a variety of certificates are  The following characteristics constitute a competent
available. Obtaining a certification can show that you are middle manager:
dedicated to your professional growth and can increase your
employability.  Communication Skills:
Effective communication with superiors, stakeholders,
 Network with Other First-Line Supervisors: and subordinates is a must for middle managers.
Networking with other first-line managers can help you
learn a lot about the position and develop relationships that  Problem-Solving Skills:
will be beneficial to your career. Effective problem-solving and problem-identification
skills are required of middle managers.
You can succeed as a first-line supervisor in a police
agency if you are ready to put in the time and work. The  Decision-Making Skills:
officers and first-line supervisors and the senior and Middle managers must have the capacity to decide
executive leadership of the organization communicate wisely quickly and under pressure.
mostly through middle managers. They occasionally
participate in decision-making and are supposed to

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 Leadership Skills: supervisors, cited the transformational style as the most
Middle managers must be able to encourage and desirable approach.
motivate their team members.
Stamper (1992) described a leadership vacuum, where
 Interpersonal Skills: “leadership ha[s] been ‘structured out’ of police
Middle managers must be able to establish rapport with administration” because police chiefs, all too often, devote
all parties involved, including their superiors and “too much attention to management concerns … [causing
subordinates. them] to lose credibility as leaders of their organisations” (p.
676). Mayo (1985) asserted that police chiefs distrust their
 Integrity: subordinate leaders and question their loyalty. Vito and
Middle managers must conduct themselves with Higgins (2010) discussed more recent studies that found
integrity and morality when dealing with others. police leaders must have ‘been there and done that’ to be
considered legitimate leaders and that police employees
A successful middle manager in a police department is want leaders who follow the platinum rule, which requires
possible if you are prepared to put in the necessary time and leaders to see and treat their subordinates as the subordinates
work. Baker (2010) asserts that top executives are "the most wish to be seen and treated.
important strategy initiator" (p. 43). Chiefs establish
organizational priorities and serve as role models for According to Northouse (2016), “scholars and
leadership. According to Vito and Higgins (2010), police practitioners have attempted to define leadership for more
leaders must be capable managers and motivating role than a century without universal consensus” (p. 2). Without
models who accomplish organizational objectives. As noted a universally accepted definition to work from, a working
by Vito and Higgins (2010), effective leadership is a crucial definition that addresses essential aspects of leadership is
component of successful organizations. They state that needed. In their discussion of police leadership, More et al.
inspirational leadership is "the ability to motivate and (2012) describe leadership as “the traits, behaviors, and/or
inspire others to achieve their full potential" (p. 2). A shared style of those persons who – either formally or informally –
vision for the future can be created by inspirational leaders, assume responsibility for the activities of a goal-oriented
and they can inspire and motivate others to strive toward group” (p. 63). With this definition in mind, one can draw
realizing that goal. some conclusions about leadership. Leadership is inherently
a group activity; therefore, to be a leader, one must have
Inspiration is neither accidental nor coincidental; it is followers (Kouzes & Posner, 2005). Leadership involves
accomplished through the thoughtful and deliberate practice goal setting, whether by the leader or the group, and
of leadership. Such inspirational leadership inspires working towards goal attainment.
employees to strive to achieve organizational goals and to
emulate those leadership traits associated with There are many different types of leadership, and each
organizational success. According to Vito and Higgins one has its own unique set of qualities and characteristics.
(2010): Some of the most common types of leadership include:

Effective leadership is exercised by police managers in  Transactional Leadership:


different ways, depending upon their rank in the department. This type of leadership focuses on exchanging rewards
[Chief executives and senior leaders] should spend [their] for desired behaviors. Transactional leaders are often more
time developing and sharing the vision for the organisation, task-oriented than transformational leaders, and they are
charting the journey by establishing strategic objectives and good at setting clear goals and expectations.
practising collaboration and delegation of tasks. Police
middle managers coordinate and plan, mentor and coach,  Servant Leadership:
build teams and empower and reward their subordinates. This type of leadership focuses on putting the needs of
First-line supervisors provide leadership by example, others before one's own. Servant leaders are often humble
supervising and training teams while evaluating and compassionate, and they are committed to helping
performance (p. 306). others grow and develop.

Further, Vito and Higgins cited Girodo (1998), who  Authentic Leadership:
surveyed high-level police managers from North American, This type of leadership is based on the belief that
European, and Pacific countries, asking them to characterize leaders should be genuine and transparent. Authentic leaders
their management style. Girodo's (1998) survey results are often self-aware and ethical, and they are able to build
showed that administrators, leaders typically found in chief trust and rapport with their followers.
executive and senior leader law enforcement positions, most
often chose the autocratic style. Senior police leaders  Laissez-Faire Leadership:
indicated that the administrative level “of responsibility Laissez-faire leaders give their followers a lot of
[was] best handled with strategic interpersonal relations and freedom and autonomy. They are not very involved in the
power or control tactics” (Girodo, 1998: 426), like those day-to-day operations, and they often let their followers
found in the autocratic style. Conversely, leaders who figure things out for themselves.
directly led officers, such as middle managers and first-line

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 Transformational Leadership: studied as a predictor of job related attitudes and behaviours
This type of leadership focuses on inspiring and like organisational commitment (Kim & Brymer, 2011),
motivating followers to achieve more than they thought organisational citizenship behaviour (Mayer, Aquino,
possible. Transformational leaders are often charismatic and Greenbaum, & Kuenzi, 2012), organisational voice
visionary, and they are able to create a sense of shared (Walumbwa & Schaubroeck, 2009), trust (Arslantaş &
purpose among their followers. Dursun, 2008; Van den Aker, Heres, Lasthuizen, & Six,
2009), job performance (Walumbwa et al., 2011), and job
 Transformational Leadership: satisfaction (Neubert, Carlson, Kacmar, Roberts, & Chonko,
Developed by Burns (1978) and later refined by Bass 2009).
(1985), “transformational leadership produces greater effects
than transactional leadership” because while “transactional The research on the relationship between ethical
leadership results in expected outcomes, transformational leadership and employee job outcomes is still relatively
leadership results in performance that goes well beyond new, but there is a growing body of evidence that suggests
what is expected” (Northouse, 2016: 169). that ethical leadership is positively associated with a number
of positive outcomes, including:
According to Northouse (2016), transformational
leaders focus on individual needs, unlike transactional  Organizational Commitment:
leaders: Ethical leaders create a work environment where
employees feel valued and respected, which leads to higher
 Ethical Leadership: levels of organizational commitment.
Ethical leaders are trustworthy, fair and principled
decision-makers who lead their followers, equipped with  Organizational Citizenship Behavior:
ethical competencies and abilities (Hartog 2015; Mitonga- Ethical leaders encourage employees to go above and
Monga 2020:485–491). They set clear ethical standards for beyond their job descriptions, which leads to higher levels of
their organisations and adhere to them (Babalola et al. organizational citizenship behavior.
2016:1–2; Mitonga-Monga 2020:486).
 Organizational Voice:
 Ethical leaders are those who make decisions based on Ethical leaders create a culture where employees feel
their values and principles, even when it is difficult or comfortable speaking up about problems, which leads to
unpopular. They are trustworthy and honest, and they higher levels of organizational voice.
treat everyone with respect. They set clear expectations
for their employees and hold themselves and others  Trust:
accountable. Ethical leaders create a positive work Ethical leaders are trustworthy and honest, which leads
environment where employees feel valued and respected. to higher levels of trust between leaders and employees.

To understand the moral philosophy of leadership,  Job Performance:


researches address the ethical leadership (Brown & Trevino, Ethical leaders create a positive work environment
2006; Resick, Hanges, Dickson, &Mitchelson, 2006; where employees are motivated to perform their best, which
Walumbwa et al., 2011). In literature, Enderle (1987) was leads to higher levels of job performance.
one of the first scholars who used the term of “ethical
leadership” under the name of “managerial ethical  Job Satisfaction:
leadership”. Enderle defined managerial ethical leadership Ethical leaders create a work environment where
as “a type of leadership that takes responsibility during employees feel happy and satisfied with their jobs, which
complicated moral situations.” Georges Enderle was one of leads to higher levels of job satisfaction.
the first scholars to define and study ethical leadership. He
defined managerial ethical leadership as "a type of However, it is important to note that the relationship
leadership that takes responsibility during complicated between ethical leadership and employee job outcomes is
moral situations." Enderle argued that managerial ethical complex and there are a number of other factors that can
leadership is essential for creating and maintaining ethical also influence these outcomes. For example, the
organizations. organizational culture, the industry, and the job type can all
play a role in how ethical leadership affects employee
Enderle's definition of managerial ethical leadership outcomes.
has been influential in the field of leadership studies. Many
other scholars have adopted his definition or developed their Overall, the research suggests that ethical leadership is
own definitions that are similar. There is now a growing an important factor in creating a positive and productive
body of research on ethical leadership, and it is increasingly work environment. Ethical leaders can help to improve
recognized as an important aspect of effective leadership. employee morale, motivation, and performance. If you are a
Although the subject of ethical leadership is promising, leader, you can strive to be more ethical in your decision-
there are limited studies providing empirical evidence making and interactions with employees. This can have a
between ethical leadership and employee job outcomes positive impact on the organization as a whole.
(Toor & Ofori, 2009). Until now, ethical leadership has been

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Ganji and Dalvi (2014) and Palanski, Avey, and more likely to behave ethically when they believe that their
Jiraporn (2014) conducted studies to analyse the effects of organization has an ethical climate. This is because they are
ethical leadership on turnover intention. The results showed more likely to feel that their actions are supported by the
that there is a negative correlation between ethical organization and that they will not be punished for behaving
leadership and turnover intention (and job searching ethically.
behaviours). Similarly, Babalola, Stouten, and Euwema
(2016) examined how frequent change interacts with ethical On the other hand, employees are more likely to
leadership to reduce turnover intentions. Ganji and Dalvi behave unethically when they believe that their organization
(2014) and Palanski, Avey, and Jiraporn (2014) found that has an unethical climate. This is because they are more
ethical leadership is negatively correlated with turnover likely to feel that their actions will be rewarded or at least
intention. This means that ethical leadership is associated tolerated by the organization. The relationship between
with lower levels of turnover intention. In other words, ethical climate and employee behavior is critical because
employees who perceive their leaders to be ethical are less unethical behavior can be costly to organizations and
likely to want to leave their jobs. society. Unethical behavior can damage the organization's
reputation, lead to legal problems, and erode employee
There are a few possible explanations for this. First, morale. It can also damage society by contributing to
ethical leaders create a positive work environment where corruption, environmental damage, and other problems.
employees feel valued and respected. This makes employees
more likely to feel committed to their organization and less  There are a number of things that organizations can do
likely to want to leave. Second, ethical leaders are more to promote an ethical climate. These include:
likely to make decisions that are in the best interests of their
employees. This makes employees feel like their leaders are  Communicating Clear Ethical Standards:
looking out for them, which can also reduce turnover Organizations should communicate clear ethical
intention. Third, ethical leaders are more likely to be trusted standards to their employees. These standards should be
by their employees. This means that employees are more based on the organization's values and should be
likely to believe that their leaders will treat them fairly and communicated in a way that is understandable to employees.
ethically, which can also reduce turnover intention.
 Encouraging Ethical Behavior:
The study by Babalola, Stouten, and Euwema (2016) Organizations should encourage ethical behavior by
found that frequent change can interact with ethical rewarding employees for behaving ethically and by taking
leadership to reduce turnover intentions. This means that the disciplinary action against employees who behave
negative effect of frequent change on turnover intention is unethically.
less pronounced when leaders are ethical. This is likely
because ethical leaders are more likely to communicate  Creating an Ethical Culture:
effectively with their employees about change, which can Organizations should create an ethical culture by
help to reduce uncertainty and anxiety. They are also more promoting values such as honesty, integrity, and fairness.
likely to be seen as trustworthy and fair, which can help to This can be done through training programs, employee
build trust and commitment among employees. Overall, the handbooks, and other communication channels.
research suggests that ethical leadership is an important
factor in reducing turnover intention. If leaders want to keep By taking these steps, organizations can promote an
their employees engaged and motivated, they should strive ethical climate that will help to reduce unethical behavior
to be ethical in their decision-making and interactions with and create a more positive and productive work
employees. environment.

VI. ORGAIZATIONAL ETHICAL CLIMATE Today, to develop a climate that encourages and
supports employees’ moral philosophy holds a great
How organizations function and their adaptability to importance for organisations. Accordingly, the more the
change has been the focus of attention for many decades climate of the organisation is perceived ethical the less
(Fatile, 2014; Kotter, 2006). Ethical climate informs unethical decision- making will be done. Studies (Grojean,
organisation members about what they can do and what they Resick, Dickson, & Smith 2004; Jaramillo, Mulki, &
should do (Victor & Cullen, 1988). The relationship Solomon, 2006; Mulki, Jaramillo, & Locander, 2006; Omar
between ethical climate and employee behaviour is critical and Ahmad, 2014; Ulrich et al., 2007; Wimbush & Shepard,
because unethical behaviour can be costly to organisations 1994) conducted until today often show strong evidence that
and society (Barsky, 2008). ethical climate is related to various behaviours in
organisations.
The ethical climate of an organization refers to the
shared perceptions of what is considered ethical behavior However, it is observed that most researches have
within the organization. It is influenced by a number of focused on explaining the predictors of an ethical climate
factors, including the organization's values, its leaders, and rather than the direct or indirect effect of ethical climate on
its culture. The ethical climate of an organization can have a organisational outcomes (Shin, 2012). In this study, we
significant impact on employee behavior. Employees are examine whether ethical climate plays a mediating role on

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ethical leadership, organisational justice, and turnover Winston 2005; Jung & Avolio 2000; Mayer, Davis, &
intention interaction. Researchers argue that trust is a major Schoorman, 1995; Podsakoff, MacKenzie, Moorman, &
determinant of job attitudes and behavioural intentions Fetter, 1990).
(Davis, Schoorman, Mayer & Tan, 2000). Most research on
ethical climate has focused on explaining the predictors of Trust is often assumed as an important predictor of
ethical climate, rather than the direct or indirect effects of turnover intention. This is because employees who trust
ethical climate on organizational outcomes. This is a their leaders are more likely to feel that they are treated
relatively new area of research, and there is still much that fairly and that their interests are being looked after. They are
we do not know about the relationship between ethical also more likely to be willing to stay with the organization,
climate and organizational outcomes. even when faced with challenges. The mediating role of
ethical climate is examined as a mediator in limited number
The study you mentioned examines the mediating role of studies. However, the studies that have been done suggest
of ethical climate on the relationship between ethical that ethical climate can play a role in mediating the
leadership, organizational justice, and turnover intention. relationship between trust and turnover intention. This is
The researchers found that ethical climate mediated the because ethical climate can influence the level of trust that
relationship between ethical leadership and turnover employees have in their leaders. When employees perceive
intention, but not the relationship between organizational that the ethical climate of their organization is strong, they
justice and turnover intention. This suggests that ethical are more likely to trust their leaders. This trust can then lead
climate may be more important than organizational justice in to lower levels of turnover intention.
predicting turnover intention.
The studies you mentioned provide support for the link
The researchers also found that trust was a mediator between leadership behavior and trust within organizations.
between ethical climate and turnover intention. This These studies found that leaders who behave in a
suggests that trust is an important factor in the relationship trustworthy manner are more likely to be trusted by their
between ethical climate and turnover intention. These employees. This trust can then lead to a number of positive
findings suggest that ethical climate is an important factor in outcomes, such as increased job satisfaction, decreased
predicting turnover intention. Ethical leaders create a work turnover intention, and improved performance. The link
environment where employees feel valued and respected, between leadership behavior and trust is complex and there
which can reduce turnover intention. Ethical leaders also are a number of factors that can influence it. However, the
create a culture of trust, which can also reduce turnover studies that have been done suggest that it is an important
intention. relationship that should be considered by leaders who want
to create a positive and productive work environment.
The study mentioned is a valuable contribution to the
research on ethical climate. It provides new insights into the Van den Akker et al. (2009) investigated the
relationship between ethical climate and organizational relationship between ethical leadership behaviours and trust.
outcomes. More research is needed to confirm these findings Findings showed that ethical leader behaviours were
and to explore the mediating role of other factors, such as significantly related to employees’ trust in their manager.
trust, in the relationship between ethical climate and They also indicated that the more a leader behaves in a way
organizational outcomes. Social exchange involves two that followers experience is the suitable ethical leader
important facets including trust and fairness. Similar to the behaviour, the more a leader will deserve trust. However,
justice paradigm discussed above, fair treatment will when the mediating role of trust is considered, the literature
enhance the social exchange relationship and, thus, will has a limited number of evidence (Aryee, Budhwar, & Chen,
increase the level of trust between the two parties 2002; Mulki et al., 2006; Chan, Huang, & Ng, 2008).
(DeConinck, 2010). While organisational trust has a crucial
role on decreasing employees’ deviant behaviour in There are very clear differences regarding employment
organisations, leader’s trust is critical because when there is between public and private sectors in Turkey from the stage
a high level of trust between managers and co-workers in the of hiring until the stage of leaving the job. As a result of
workplace, employees have commitment to organisation, these, many studies reveal that, employees’ perceptions of
high job satisfaction, and a better quality of working life organisational justice, job satisfaction, and organisation
(Demir, 2011). These facts appear as the motives of commitment are significantly lower in public sector than
intention to remain. private sector. Furthermore, the intention to leave the job is
also expected less in public sector than private sector since
Therefore, trust is often assumed as an important having a job in private sector requires much complicated
predictor of turnover intention (Mulki et al., 2006). Yeti the process. This affects employees’ intention to quit. In this
mediating role of ethical climate is examined as a mediator sense, the conceptual model presented above could be
in limited number of studies (Mayer, Kuenzi, & Greenbaum, different between sectors. Therefore, to examine the effect
2010; Zehir, Müceldili, Altindağ, Şehitoğlu, & Zehir, 2014; of sector on the conceptual model, invariance test is applied.
Elçi, Karabay, & Akyüz, 2015). Numerous researches have
highlighted the important link between leadership behaviour
and trust within organisations (Dirks & Ferrin, 2002;
Gillespie & Mann 2004; Gomez & Rosen, 2001; Joseph &

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 Organizational Commitment interpersonal communication, knowledge and an emphasis
Organizational commitment is the extent to which an on debate, discussion and staff participation in decision
employee feels committed to the organization. It is a broader making (Murphy, and Drodge, 2004).
term and can be further subdivided into three different types
of organizational commitment (Allen & Meyer, 1990). With trust, officers were more likely to follow the
Affective commitment talks about the positive feeling or vision and direction of leaders (Schafer, 2008). Importantly,
sense of association towards the organization. On the other the research we reviewed suggested that trust worked both
hand, normative commitment is about the perception of ways, with the need for leaders to be trusting of their staff as
employees that they ought to stay with the organization well (Vito, Walsh, and Kunselman, 2005). Closely related to
(Allen & Meyer, 1990). Lastly, the continuance commitment trust is the notion of legitimacy. We frequently hear about
is about the need to stay with the organization (Allen & the need for legitimacy in terms of the organisation, with the
Meyer, 1990). In this regard, one can argue that since the need for policing to be seen as legitimate by the public, with
firms are facing extreme challenges from the environment flow on benefits for confidence in and cooperation with the
and are looking for creating a sustainable competitive edge, police. But our review suggests that police leaders need to
therefore, they find it important to have more and more be seen as legitimate inside the police organisation too. This
committed employees. Having committed employees type of legitimacy was described as the need to be seen as a
increases the overall morale of the workforce which in turn good copper (Rowe, 2006). Knowing that a leader could
may result in an improved level of productivity. pound the beat, and do the job of a frontline officer. The
implications of an absence of legitimacy include a lack of
Related is engendering organisational commitment. confidence and trust in management (Duncan, Mouly, and
Organisational commitment is a strong and reliable predictor Nilakant, 2001).
of job satisfaction, performance, productivity and retention.
By considering the way officers are managed, and by Legitimacy in this sense is related, then, to credibility,
providing support to subordinates, promoting collaboration, and without this leaders were thought to have little hope of
giving them a voice in decision making, and providing influencing behaviour and enacting change within their
appropriate feedback about job role and performance, organisations (Rowe, 2006). In a similar vein, being a role
leaders can influence organisational commitment, which is model was another typical characteristic (Andreescu, and
closely related to productivity, and furthering the Vito, 2010), with a need for leaders to accept responsibility
organisation’s objectives. for their role as a leader, to lead by example, and emulate
the behaviour they wanted from subordinates. This was
Driving and managing change moves the role of the sometimes termed idealised influence, which is a
leader from one of managing the status quo to enacting and characteristic of transformational leadership and refers to
achieving reform. How well leaders take on new roles and behaviour where a leader instils pride, faith and respect, has
responsibilities as change agent, facilitator, and motivator the ability to see what is important, and transmits a sense of
can have a major impact on the success of any change effort, vision (Densten, 2003).
and is linked to the ability of a police leader to exercise
influence. Efforts to enhance or change police agencies are Good communication skills was another key
predicated on the abilities of leaders to properly manage, characteristic, and was conceptualised not only in terms of
engage, monitor and encourage ownership with subordinate communication within the police organisation and
personnel. communication with one’s subordinates (Beck, and Wilson,
1997), but also the need to communicate across
Finally problem solving was an oft-cited activity organisations, and to be an active voice in government and
required of leaders. This could be a negative as well as a stakeholder policy development (Butterfield, Edwards, and
positive, however, with recent research noting a leadership Woodall, 2004). Decision making, and in particular being
focus on cleaning up problems rather than preventing crime. able to make decisions that led to the achievement of goals
This, the research argued, emphasised the reactionary was seen as important (Atwater, Waldman, Atwater, and
approach to problem solving, or firefighting, which whilst Cartier, 2000). And the way leaders made their decisions
characteristic of policing, we do not believe is characteristic played a role in gaining legitimacy and respect from
of leadership. Instead problem solving in the form we mean subordinates through knowledge and action (Murphy and
it here refers to proactive problem solving. Drodge, 2004).

VII. CHARACTERISTICS OF POLICING It was not just the ability to make decisions but also the
ability and willingness to make unpopular decisions that was
We identified seven characteristics in the reviewed important, although these should be well informed and
literature that are perceived to be typical of good leaders. based on appropriate research (Schafer, 2008). Involving
First was being ethical, defined as exhibiting a sense of officers in the decision making process, with a flow on
integrity and honesty and being able to demonstrate and benefit of increased organisational commitment, (which we
generate a sense of trustworthiness amongst one’s deal with in greater detail below), was important. Related to
subordinates (Schafer, 2010a). Trust and trustworthiness decision making was being a critical, strategic and creative
were, then, related with research suggesting a need for thinker (Gaston, 1997). The literature suggested that finding
leaders to act in ways that developed trust, through the time and having the ability for strategic thinking was

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difficult for some leaders. Nonetheless the reality of a police  Strong Commitment to Ethics and who have
leader’s role – needing to think on the go, make tough Demonstrated Ethical Leadership
choices, recognise patterns among different types of They can look for candidates who have a strong
problems, search for facts to prove or disprove hypotheses, commitment to ethics and who have demonstrated ethical
draw on one’s own knowledge and the knowledge of others, leadership in their previous roles. They can also provide
and working collaboratively to imagine and shape the future training and development opportunities for current leaders to
(Meaklim, and Sims, 2011) – means it is key. help them develop their ethical skills. By taking these steps,
police agencies can help to ensure that ethical officers are
VIII. PRACTICAL IMPLECATIONS promoted into leadership roles and that the police profession
is more ethical overall.
There is no one-size-fits-all strategy to advance ethical
officers into higher leadership roles in police agencies. There are a few things that can be done to address this
However, there are some things that police agencies can do problem:
to promote ethical leadership and create a culture where
ethical behavior is rewarded.  First, police agencies need to create a clear and concise
code of ethics that outlines the standards of ethical
 Steps that can be Taken to Address the Problem of conduct for all officers. This code should be
Unethical Behavior in the Police Profession: communicated to all officers and should be used to guide
their decision-making.
 Create a Strong Code of Ethics for Police Officers:  Second, police agencies need to provide training on
The code of ethics should be clear and concise, and it ethics to all officers. This training should cover the code
should be based on the highest standards of ethical conduct. of ethics, as well as the specific ethical challenges that
police officers face. The training should be interactive
 Provide Training on Ethics to all Police Officers: and should allow officers to discuss the ethical dilemmas
The training should cover the code of ethics, as well as they may face in their work.
the specific ethical challenges that police officers face.  Third, police agencies need to establish a system for
reporting and investigating unethical behavior. Officers
 Establish a System for Reporting and Investigating should be able to report unethical behavior without fear
Unethical Behavior: of retaliation. Investigations should be conducted
Officers should be able to report unethical behavior promptly and impartially.
without fear of retaliation. Investigations should be  Fourth, police agencies need to hold officers accountable
conducted promptly and impartially. for their actions. Officers who engage in unethical
behavior should be disciplined or terminated, depending
 Hold Officers Accountable for their Actions: on the severity of the offense.
Officers who engage in unethical behavior should be  Fifth, police agencies need to promote ethical leadership.
disciplined or terminated, depending on the severity of the Police agencies should promote officers who
offense. demonstrate strong ethical leadership. This will send a
message that ethical behavior is valued and rewarded.
 Promote Ethical Leadership:
Police departments should promote officers who By taking these steps, police agencies can help to
demonstrate strong ethical leadership. This will send a create a culture of ethical leadership and promote ethical
message that ethical behavior is valued and rewarded. officers into higher leadership roles. In addition to these
measures, police agencies can also work to improve the
By taking these steps, we can help to create a more recruitment and selection process for leadership positions.
ethical police profession that is respected by the public. By They can look for candidates who have a strong
taking these steps, police agencies can help to create a commitment to ethics and who have demonstrated ethical
culture of ethical leadership and promote ethical officers leadership in their previous roles. They can also provide
into higher leadership roles. In addition to these strategies, training and development opportunities for current leaders to
police agencies can also work to improve the recruitment help them develop their ethical skills. By taking these steps,
and selection process for leadership positions. It is police agencies can help to ensure that ethical officers are
important to address the problem of unethical behavior by promoted into leadership roles and that the police profession
police personnel. This can be done by creating a strong code is more ethical overall.
of ethics, providing training on ethics, and holding officers
accountable for their actions. Police agencies should also
create a culture of respect and encourage whistleblowing.
By taking these steps, we can help to create a more ethical
police profession that is respected by the public.

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Volume 8, Issue 9, September – 2023 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
 Improving Police Leadership Finally, having the opportunity to practice as a leader
Here are some specific things that police leaders can do and encounter some failures was a fundamental component
to improve their leadership skills: of development, although this of course requires that leaders
are provided with the freedom to practice and make
 Get Training: mistakes, which is not always comfortable for an
There are many resources available to help police organisation to do.
leaders improve their skills. They can attend training
courses, read books and articles, or get coaching from a  Developing Police Ethical Climate
professional. Here are some additional things that organizations can
do to promote an ethical climate:
 Set a Good Example:
Police leaders need to set a good example for their  Provide Training on Ethical Decision-Making:
subordinates. They need to be honest, fair, and impartial in Employees should be trained on how to make ethical
their dealings with the public. decisions. This training should help them to understand the
ethical standards of the organization and to identify and
 Be Approachable: avoid ethical dilemmas.
Police leaders need to be approachable and
approachable to their subordinates. They need to be willing  Create a Mechanism for Reporting Unethical Behavior:
to listen to their concerns and help them solve problems. Employees should have a way to report unethical
behavior without fear of retaliation. This can be done
 Delegate Tasks: through an anonymous hotline or through a whistleblowing
Police leaders need to be able to delegate tasks policy.
effectively. They need to trust their subordinates to get the
job done and provide them with the support they need.  Encourage Open Communication:
Employees should feel comfortable discussing ethical
 Communicate Effectively: issues with their managers and with other employees. This
Police leaders need to be able to communicate can be done by creating a culture of open communication
effectively with their subordinates, the public, and other and by fostering trust among employees.
stakeholders. They need to be able to explain complex
situations in a clear and concise way. By taking these steps, organizations can create an
ethical climate that will help to promote ethical behavior and
 Be Accountable: prevent unethical behavior.
Police leaders need to be accountable for their actions.
They need to be willing to take responsibility for their IX. CONCLUSION
mistakes and learn from them.
The article's conclusion that police organizations need
By taking these steps, police leaders can improve their to do more to build a greater sense of ethical leadership.
leadership skills and help their departments to be more This is essential for the police to regain the trust of the
successful. public and to effectively carry out their duties. The article's
conclusion that police organizations need to do more to
 Developing Police Leader build a greater sense of ethical leadership. This is essential
The third question asked of the literature was what do for the police to regain the trust of the public and to
we know about the best ways to prepare leaders for their effectively carry out their duties. There have been a number
role? There was little in the research literature that shed light of high-profile cases of police misconduct in recent years,
on this, which is a limitation of the body of work well which has eroded public trust in the police. This is a serious
documented in itself. problem, as the police need the public's trust in order to be
effective.
Nonetheless our review found that good leadership
development was perceived to be best encouraged through a One way that police organizations can build a greater
combination of education, experience, and mentorship. sense of ethical leadership is to adopt a code of ethics that
Specifically building an understanding of leadership outlines the values and principles that all police officers
principles (education and training), providing constructive should uphold. This code of ethics should be clear and
experiences (mentoring and feedback) and showing officers concise, and it should be communicated to all police
how effective leaders operate (modelling) were considered officers. Police organizations should also provide training on
powerful influences. Learning alongside leaders from other ethical decision-making to all police officers. This training
organisations was also considered valuable because it should help officers to understand the ethical dilemmas that
reflected the reality of police work, and increased they may face and to develop the skills to make ethical
understanding of how other agencies operated. decisions.

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Volume 8, Issue 9, September – 2023 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
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