Table of Contents

Introduction: Police Leadership and Management

Requirements of police managers and leaders from sergeant to commissioner

John Casey and Margaret Mitchell

Part I – The Changing Contexts of Operational Police Work

Changing law, changing policing

David Dixon

Third party and partnership policing

Janet Ransley and Lorraine Mazerolle

Private police: partners or rivals?

Tim Prenzler and Rick Sarre

Managing intelligence: innovation and implications for management

Patrick F Walsh

Evidence-based policy and practice in police management

Margaret Mitchell

Supervision and management of investigative interviewing: learning from the UK experience

Tracey Green and Gary Shaw

Investigative interviewing with witnesses: a research note from Western Australia

Ellen Grote and Margaret Mitchell

Part II – Developing the Profession of Policing

Professionalisation of policing in Australia: the implications for police managers

Ian J Lanyon

Leadership development in Australasian policing: the role of education

Stephen Pierce

Leading for integrity and effective accountability: a challenge from within

Colleen Lewis

Police oversight: help or hindrance?

Glenn Ross

Designing performance management systems for Australian policing

John Gillespie, Allan Sicard and Scott Gardner

It’s mine and you can’t have it: knowledge sharing in police organisations

Vincent Hughes and Paul Jackson

Stress and decision-making in police managers and leaders

David Mutton

Part III – Managing Relationships in Policing

The news media

Stephen Jiggins

Community-Police consultation: what is it and what is it intended to do?

Margaret Mitchell and John Casey

Policing in Indigenous communities

Chris Cunneen

International policing

John Casey

References / Index

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