Leading policing in the 21st century: leadership, democracy, deficits and the new professionalism

Abstract

The article examines the implications of recent police reforms for leadership. Lessons drawn from the analysis are then used to examine how the police service might adapt to the radical reforms proposed. It is suggested that the earlier leadership approaches that have relied heavily on transactional and transformational theories need to take account of key elements of ‘authentic leadership’ as the context of policing changes. Although the focus is on England and Wales, the article has lessons for the other Anglo-Saxon countries (UK, USA, Canada, Australia and New Zealand) and Europe.

Additional information

Notes on contributors

Peter Neyroud QPM

Peter Neyroud QPM was formerly Chief Constable and Chief Executive of the National Policing Improvement Agency, UK. He is presently a doctoral research student at the Institute of Criminology, University of Cambridge, UK.