Police managerial perceptions of organizational democracy: a matter of style and substance

Abstract

This paper re-examines an organizational democracy initiative that was undertaken in a suburban police department in the southwestern United States in 2003. In 2005, a study confirmed positive outcomes in terms of improved employee commitment, labor relations, work conditions and productivity. By 2008, however, mid-level managers complained that the democratic reforms undermined their authority and contributed to a lack of accountability. We conducted interviews with 10 agency managers to assess perceived changes in the agency culture and communication, and the impact of the initiative on accountability and managers’ personal authority. In addition, we re-analyzed quantitative (n = 122) and qualitative data (n = 28) from 2005. Results indicate the importance of executive leadership, clearly defined roles, structural boundaries and the affirmation of managerial authority when integrating vertical and horizontal leadership. The limits of organizational democracy are discussed, as well as the symbolic aspects of police culture.

Keywords:

• organizational democracy
• employee involvement
• employee participation
• participative management
• empowerment
• police leadership
• police administration

Notes

1. An earlier version of this article appeared in Wirtschaftspsychologie (German Journal of Economic Psychology), 2009, 4, 77–85.