Abstract
There has been so much written about “police leadership” that one may be excused for assuming that leadership within a policing environment is somehow different from other organisations within the public or private sector. Different or not, leadership must be accepted as a crucial aspect of any organisation’s ability to operate within Australia in the 21st century (Pearson-Goff & Herrington, 2014). This chapter examines what it means to be a leader within the police service in the 21st century, and focuses on a variety of aspects that impact the reputation of contemporary leaders. For decades, the police have been accused of being resistant to change and their leadership unable to adapt to keep up with societal dynamics.
| Original language | English |
|---|---|
| Title of host publication | Australian policing |
| Subtitle of host publication | Critical issues in 21st century police practice |
| Editors | Philip Birch, Michael Kennedy, Erin Kruger |
| Place of Publication | Abingdon, England |
| Publisher | Routledge |
| Chapter | 3 |
| Pages | 39-54 |
| Number of pages | 15 |
| Edition | 1st |
| ISBN (Electronic) | 9781003028918 |
| ISBN (Print) | 9780367464677, 9780367464660 |
| Publication status | Published - 2021 |