Police Leadership as Practice
- Available for pre-order. Item will ship after February 24, 2022
Police Leadership as Practice applies a leadership-as-practice approach (emphasising leader-employee relationships) to law enforcement. This book provides a progressive and collaborative leadership text for students of law enforcement, as well as insights into leadership dynamics in all organizations for students and researchers of business and management.
The Police leadership-as-practice perspective provides a holistic understanding of leadership in the police, identifying factors that inhibit and promote learning. It refers to four main components as dynamic and continuously evolving processes:
- Strategies: social mission and organization, along with strategies as practice
- Community: organizational and police culture, identity and belonging, community of practice and competencies
- Participation: sense-making and discretion; power and politics
- Activities: learning as practice, change and change management as practice
Practical and enriched with case studies, examples and best practice, the textbook is also rigorously research based. Authored by a professor of business and management with specialist knowledge in police leadership, it brings the cutting edge of leadership thinking to the practicalities of policing. It is essential reading for those engaged with policing, leaderships roles and management.
Table of Contents
Part 1: Police Leadership as Practice
1. Why a Leadership-As-Practice Perspective?
2. What Do Police Leaders Do?
3. When Do Police Leaders Lead?
4. Police Leadership as Practice
Part 2: Strategi
5. Social Mission, Organizational Structure and Goal Management
6. Strategy as Practice
Part 3: Community
7. Organizational Culture and Police Culture
8. Identity and Belonging in Communities of Practice
9. Knowing in Practice
Part 4: Participation
11. Manoeuvring Space
12. Power and Politics
Part 5: Activities
13. Learning as Practice
14. Change Management in Practice
15. Police Leadership as Practice - Summary
Cathrine Filstad is Professor at Kristiania University College and the Department of Leadership and Organizational Behaviour at the Police University College, Norway. She received her PhD in Organizational Learning and Leadership in 2003 from Aarhus School of Business.
"Unlike other contributions to the police leadership literature, which divorce the leader from the leadership they catalyse, Filstad’s book embraces the whole in recognising police leadership is practice. Drawing on an extensive analysis and developing a framework to guide the reader, Filstad’s book is both thoughtful and thought provoking. Those interested in better understanding the messy realities, paradoxes, and tensions in contemporary police leadership will find much in this book to enjoy."
Adjunct Professor Victoria Herrington, Australian Institute of Police Management, Australia
"Police Leadership as Practice represents an important contribution to the scholarship of police leadership. Practitioners and academics alike will find much value in this comprehensive, accessible and engaging account of the complex dynamics of contemporary police leadership. Its synthesis of literature and empirical data provides an excellent foundation for understanding police leadership as a collective rather than individual practice."
Dr Tom Cockcroft, Leeds Beckett University, UK
"This research-based and insightful book shows us why a practice perspective is vital for understanding the complexity of contemporary police leadership, as well as leadership as a collective effort. Police Leadership as Practice exemplary examines the how and why of police leaders’ practice. Finally, Cathrine Filstad’s important book is essential for challenging the individual leader perspective."
Professor Ulrika Haake, Umeå Universitet, Sweden
"From a leadership-as-practice perspective, Filstad skillfully identifies the complexity of leadership and the multiple factors that shape and determine its effectiveness. An accessible read for leaders and those who aspire to leadership."
Professor Jenny Fleming, University of Southampton, UK