This volume presents the new contexts and challenges for contemporary police leaders and managers in the changing landscapes of policing. The governance of contemporary police organisations requires leaders and managers, even at the local level, to work in and understand complex social, political and organisational environments.
The wide range of topics in this collection explores what is changing, what is known about the impact of these changes and what leaders and managers now need to be able to do or anticipate as a consequence. Operational policing is no longer the militaristic singular activity it once was, but embraces new models of ‘partnership’ and ‘community’ to manage crime and disorder.
Equally, while command and control models are still an essential of many aspects of policing, managing police officers and staff increasingly depends on their professional development and encouraging enthusiasm and innovation. Policing takes place under conditions of intense scrutiny from the media and from the community; and crime and disorder is the subject of much political debate.
Each of these broad areas are addressed and present a surprising range of perspectives. The volume is aimed at every level of management and leadership in policing, researchers of policing and students of police management and leadership.
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
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
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
Leading for integrity and effective accountability: a challenge from within
Police oversight: help or hindrance?
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
Part III – Managing Relationships in Policing
The news media
Community-Police consultation: what is it and what is it intended to do?
Margaret Mitchell and John Casey
Policing in Indigenous communities
References / Index