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: it 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.
The book addresses each of these broad areas from 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.
Table of Contents
INTRODUCTION: POLICE LEADERSHIP AND MANAGEMENT
CHAPTER 1: Requirements of police managers and leaders from sergeant to commissioner - John Casey and Margaret Mitchell
PART ONE: THE CHANGING CONTEXTS OF OPERATIONAL POLICE WORK
CHAPTER 2: Changing law, changing policing - David Dixon
CHAPTER 3: Third party and partnership policing - Janet Ransley and Lorraine Mazerolle
CHAPTER 4: Private police: partners or rivals? - Tim Prenzler and Rick Sarre
CHAPTER 5: Managing intelligence: innovation and implications for management - Patrick F Walsh
CHAPTER 6: Evidence-based policy and practice in police management - Margaret Mitchell
CHAPTER 7: Supervision and management of investigative interviewing: learning from the UK experience - Tracey Green and Gary Shaw
CHAPTER 8: Investigative interviewing with witnesses: a research note from Western Australia - Ellen Grote and Margaret Mitchell
PART TWO: DEVELOPING THE PROFESSION OF POLICING
CHAPTER 9: Professionalisation of policing in Australia: the implications for police managers - Ian J Lanyon
CHAPTER 10: Leadership development in Australasian policing: the role of education - Stephen Pierce
CHAPTER 11: Leading for integrity and effective accountability: a challenge from within - Colleen Lewis
CHAPTER 12: Police oversight: help or hindrance? - Glenn Ross
CHAPTER 13: Designing performance management systems for Australian policing - John Gillespie, Allan Sicard and Scott Gardner
CHAPTER 14: It's mine and you can’t have it: knowledge sharing in police organisations - Vincent Hughes and Paul Jackson
CHAPTER 15: Stress and decision-making in police managers and leaders - David Mutton
PART THREE: MANAGING RELATIONSHIPS IN POLICING
CHAPTER 16: The news media - Stephen Jiggins
CHAPTER 17: Community-Police consultation: what is it and what is it intended to do? - Margaret Mitchell and John Casey
CHAPTER 18: Policing in Indigenous communities - Chris Cunneen
CHAPTER 19: International policing - John Casey
References
Index