Police Leadership
Organizational and Managerial Decision Making Process
2nd Edition
Published on 9. March 2012
Book
Paperback/Softback
216 pages
978-0-13-268296-1 (ISBN)
Description
Police organizations are much more accountable to their publics than ever before. Police Leadership: Organizational and Managerial Decision Making Process, 2/e examines why and how decisions are made and what can be done to direct current and future law enforcement leaders to rethink and adjust their decision making processes to keep up with the demands of our constantly changing society. The text discusses how police organizations function and respond based on the type of leadership and driving policies present in police organizations, and provides ideas about the best ways of dealing with the challenges and organizational problems that police agencies face every day.
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Content
Chapter 1 Introduction: The Pentagon of Police Leadership
Chapter 2 Integrity, Ethics, and Police Leadership
Chapter 3 Partnership in a Small Force: Team Theory
Chapter 4 In-Groups and Community-Oriented Policing: Leader-Member Exchange Theory
Chapter 5 When the Chief Becomes the Force: Transformational Theory
Chapter 6 Parameters for Empowerment and Trust: Style Theory
Chapter 7 When the Event Is Just Too Much to Handle: Situational Leadership Theory
Chapter 8 Doing Things Right or Doing the Right Thing: Contingency Theory
Chapter 9 Winning Minds and Hearts: Path-Goal Theory
Chapter 10 Leadership and Command of the Critical Incident: Psychodynamic Approach
Chapter 11 Soliciting and Entertaining 100 Ideas: Skills Approach
Chapter 12 Career of Leadership: Trait Theory
Chapter 13 Into the Future: The Big Hairy Audacious Goal and Catalytic Mechanisms
Chapter 14 In Their Own Words
Chapter 2 Integrity, Ethics, and Police Leadership
Chapter 3 Partnership in a Small Force: Team Theory
Chapter 4 In-Groups and Community-Oriented Policing: Leader-Member Exchange Theory
Chapter 5 When the Chief Becomes the Force: Transformational Theory
Chapter 6 Parameters for Empowerment and Trust: Style Theory
Chapter 7 When the Event Is Just Too Much to Handle: Situational Leadership Theory
Chapter 8 Doing Things Right or Doing the Right Thing: Contingency Theory
Chapter 9 Winning Minds and Hearts: Path-Goal Theory
Chapter 10 Leadership and Command of the Critical Incident: Psychodynamic Approach
Chapter 11 Soliciting and Entertaining 100 Ideas: Skills Approach
Chapter 12 Career of Leadership: Trait Theory
Chapter 13 Into the Future: The Big Hairy Audacious Goal and Catalytic Mechanisms
Chapter 14 In Their Own Words