There are numerous instances of studies that isolate police leaders from police leadership practices while ignoring the cultural and structural contexts and what the leader-follower relationship is like within these practices. In this essay, how management and leadership in the police are best served by shared leadership, transformational leadership, and transactional leadership strategies, as well as by using a different management strategy as a matter of epistemic practice, have been examined. The goal is to determine whether a practice-based approach, which is an alternative to normative management models that have dominated the management literature, can advance our understanding of police leadership. The normative approach frequently focuses on how police leaders should lead as well as on the qualities and abilities of police leaders. Traditional normative leadership models often fail to adequately address the complex, dynamic, and culturally nuanced realities of modern policing. This results in a gap between theoretical leadership ideals and the practical application of effective leadership within police organisations. The article is divided into two sections. Attention is on what leaders do and why they do it, and what, in turn, makes up their professional leadership practices. The first portion examines the historical background of police leadership, policing leadership, the theoretical framework of the study, qualities of a perfect leader, and characteristics of an effective police leader. The second section examines these traits of police leaders as two sides of the same coin: shared leadership, transformational leadership, and transactional leadership tactics. Theorists contend that our research approach would be valuable in complementing more conventional leadership. The ongoing daily dynamics of police leaders' and employees' relationships and practices, as well as how these processes constitute leadership practices, have been examined. Police officers emphasise the value of being able to talk to and address issues with their bosses and co-workers because policing is a team effort. They work primarily in pairs. As a result, being accessible is crucial to the role of a police leader. Every day, one must choose between being loyal to one's own unit and workers while still paying attention to delivering what the centralised entities demand. Police leaders establish a routine in which they consistently strike a balance between their personal standards of leadership and those of their superiors as well as those of the entire organisation. In conclusion, in order to become an effective leader, a person needs to combine various natural talents with practical leadership experience.
Author (s) Details
Dr.
John Motsamai Modise
Tshwane University of Technology, South Africa.
Please
see the book here:- https://doi.org/10.9734/bpi/mono/978-93-49970-95-3/CH3
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