Police supervisor attitudes toward organizational change

ABSTRACT

Organizational change is necessary and inevitable in any organization, and is an important element of police reform. Research has demonstrated that attitudes of officers, supervisors, and administrators influence the longitudinal effectiveness of organizational change initiatives. Supervisors play a critical role in filtering messages and ensuring fidelity of initiatives at the street level. In this way, they are key actors in shaping change outcomes and their overall views of change might serve as a lynchpin for success. This study explores how previous experiences shape the attitudes of the supervisors toward the overall idea of change. Using survey data from a nationwide group of police supervisors attending the FBI National Academy program in 2009–2010, the study explores the effects of change experiences, organizational variables, and respondent demographics on views of organizational change. Results suggest that attitudes toward change align with other aspects of supervisors’ views of policing, as well as their past experiences with change efforts themselves. The findings have implications for efforts to change and reform police organizations and operations.

KEYWORDS:

• Organizational change
• police organizations
• police supervisors
• police culture
• role orientation

Disclosure statement

No potential conflict of interest was reported by the authors.

Notes

1. Similarly, organizations that have previously overcome resistance to change may be more prepared to take on additional change efforts (Amburgey, Kelly, and Barnett 1993).

2. The majority of respondents were front-line or mid-level supervisors, such as sergeants, lieutenants, and captains (approximately 7%, 30%, and 18%, respectively); approximately 6% were agency executives (chiefs and sheriffs) and 8% were upper-level executives (deputy chiefs, assistant chiefs, and undersheriffs).

3. Participation was voluntary and anonymous. Respondents could opt to not respond to any or all survey questions. There was no consequence for nonparticipation or incentive for participation. The surveys did not request any identifying information. Research staff were approved to administer a survey to all participants during a prearranged class-period during the first week of classes for each session. The early timing of administration minimizes the risk of any contamination or bias effect in responses based on exposure to FBINA curriculum or peers in the respondents’ sessions.

Additional information

Notes on contributors

Joseph A. Schafer

Joseph A. Schafer is a Professor of Criminology & Criminal Justice at Saint Louis University. His current research examines policing, organizational change, officer well-being, officer recruitment, and futures issues.

Sean P. Varano

Sean P. Varano is a Professor of Criminal Justice in the School of Justice Studies at Roger Williams University. His research interests including policing and community-based crime preventions strategies.

Phillip M. Galli

Phillip M. Galli is a Visiting Assistant Professor in the Department of Sociology, Criminology, & Anthropology at the University of Wisconsin – River Falls. His dissertation research focuses on the relationship between social support pre-incarceration and social support while in prison. Prior to academia, Phil worked as a probation and parole officer in Missouri, Ohio, and Illinois.

Teri Ford

Teri Ford is a graduate of Truman State University and Sam Houston State University.