Rank Matters: police leadership and the authority of rank

References

• Adlam, R., 2002. Governmental rationalities in police leadership: an essay exploring some of the ‘deep structure’ in police leadership praxis. Policing and society, 12 (1), 15–36.
   Google Scholar
• Adlam, R., 2003. Nice people, big questions, heritage concepts. In: R. Adlam and P. Villiers, eds. Police leadership in the twenty-first century: philosophy, doctrine and developments. Hampshire: Waterside Press, 34–55.
   Google Scholar
• Agar, M.H., 2008. The professional stranger. 2nd ed. Bingley: Emerald.
   Google Scholar
• Alvesson, M., 1992. Leadership as social integrative action: a study of a computer consultancy company. Organization studies, 13 (2), 185–209.
   Web of Science ®Google Scholar
• Alvesson, M., 2011. Leadership and organizational culture. In: A. Bryman, D. Collinson, K. Grint, B. Jackson, and M. Uhl-Bien, eds. The Sage Handbook of Leadership London. London: Sage Publications, 151–164.
   Google Scholar
• Alvesson, M. and Sveningsson, S., 2003. The great disappearing act: difficulties in doing ‘leadership’. The leadership quarterly, 14 (3), 359–381.
   Web of Science ®Google Scholar
• Andersson, T. and Tengblad, S., 2009. When complexity meets culture: new public management and the Swedish police. Qualitative research in accounting & management, 6 (1/2), 41–56.
   Google Scholar
• Becker, H., 1970. Practitioners of vice and crime. In: R.W. Habenstein, ed. Pathways to data. Chicago: Aldine, 30–49.
   Google Scholar
• Biggart, N.W. and Hamilton, G.G., 1987. An institutional theory of leadership. The journal of applied behavioral science, 23 (4), 429–441.
   Web of Science ®Google Scholar
• Blumer, H., 1969. Symbolic interactionism: perspective and method. 2nd ed. Berkley: University of California Press.
   Google Scholar
• Brown, J., 1996. Police research: some critical issues. In: F. Leishman, B. Loveday, and S.P. Savage, eds. Core issues in policing. London: Longman, 177–190.
   Google Scholar
• Bryman, A., Stephens, M, and a Campo, C., 1996. The importance of context: qualitative research and the study of leadership. The leadership quarterly, 7 (3), 353–370.
   Web of Science ®Google Scholar
• Bullock, K., 2018. (Re)presenting ‘order’ online: the construction of police presentational strategies on social media. Policing and society, 28 (3), 345–359.
   Web of Science ®Google Scholar
• Bullock, K. and Garland, J., 2018. Police officers, mental (ill-)health and spoiled identity. Criminology & criminal justice, 18 (2), 173–189.
   Web of Science ®Google Scholar
• Burns, J.M., 1978. Leadership. New York: Harper Perennial Political Classics.
   Google Scholar
• Caless, B. and Owens, J., 2016. Police and crime commissioners: the transformation of police accountability. Bristol: Policy Press.
   Google Scholar
• Caless, B. and Tong, S., 2015. Leading policing in Europe: an empirical study of strategic police leadership. Bristol: Policy Press.
   Google Scholar
• Carson, J., Tesluk, P., and Marrone, J., 2007. Shared leadership in teams: an investigation of antecedent conditions and performance. Academy of management journal, 50 (5), 1217–1234.
   Web of Science ®Google Scholar
• Chaleff, I., 2009. The courageous follower. San Francisco: Berrett-Koehler.
   Google Scholar
• Chan, J., 2007. Making sense of police reforms. Theoretical criminology, 11 (3), 323–343.
   Web of Science ®Google Scholar
• Charmaz, K., 2014. Constructing grounded theory. 2nd ed. London: Sage.
   Google Scholar
• Cockcroft, T., 2007. Police culture(s): some definitional, methodological and analytical considerations. In M. O'Neill, M. Marks, and A.M. Singh, eds. Police occupational culture: new debates and directions. Oxford: Elsevier JAI, 85–102.
   Google Scholar
• Cockcroft, T., 2014. Police culture and transformational leadership: outlining the contours of a troubled relationship. Policing: a journal of policy and practice, 8 (1), 5–13.
   Google Scholar
• Collinson, D., 2006. Rethinking followership: a post-structuralist analysis of follower identities. The leadership quarterly, 17 (2), 179–189.
   Web of Science ®Google Scholar
• Collinson, D., 2011. Critical leadership studies. In: A. Bryman, D. Collinson, K. Grint, B. Jackson, and M. Uhl-Bien, eds. The Sage handbook of leadership. London: Sage, 181–194.
   Google Scholar
• Collinson, D., 2012. Prozac leadership and the limits of positive thinking. Leadership, 8 (2), 87–107.
   Web of Science ®Google Scholar
• Collinson, D., 2014. Dichotomies, dialectics and dilemmas: new directions for critical leadership studies? Leadership, 10 (1), 36–55.
   Web of Science ®Google Scholar
• Cowper, T.J., 2004. The myth of the ‘military model’ of leadership in law enforcement. In: Q.G. Thurman and J. Zhano, eds. Contemporary policing: controversies, challenges and solutions. Los Angeles, CA: Roxbury, 113–125.
   Google Scholar
• Craig, C., Marnoch, G., and Topping, I., 2010. Shared leadership with minority ethnic communities: views from the police and the public in the UK. Policing and society, 20 (3), 336–357.
   Web of Science ®Google Scholar
• Crevani, L., Lindgren, M., and Packendorff, J., 2010. Leadership, not leaders: on the study of leadership as practices and interactions. Scandinavian journal of management, 26 (1), 77–86.
   Web of Science ®Google Scholar
• Cronbach, L.J., 1975. Beyond the two disciplines of scientific psychology. American psychologist, 30 (2), 116–127.
   Web of Science ®Google Scholar
• Davies, A. and Thomas, R., 2003. Talking cop: discourses of change and policing identities. Public administration, 81 (4), 41–58.
   Web of Science ®Google Scholar
• de Maillard, J. and Savage, S.P., 2018. Policing as a performing art? The contradictory nature of contemporary police performance management. Criminology and criminal justice, 18 (3), 314–331.
   Web of Science ®Google Scholar
• de Tribolet-Hardy, F., Kesic, D., and Thomas, S.D.T., 2015. Police management of mental health crisis situations in the community: status quo, current gaps and future directions. Policing and society, 25 (3), 294–307.
   Web of Science ®Google Scholar
• Donmeyer, R., 2000. Generalizability and the single-case study. In: R. Gomm, M. Hammersley, and P. Foster, eds. Case study method: key issues, key texts. London: Sage, 45–68.
   Google Scholar
• Fleming, J., 2008. Managing the diary: what does a police Commissioner do? Public administration, 86 (3), 679–698.
   Web of Science ®Google Scholar
• Fleming, J., 2014. The pursuit of professionalism: lessons from Australasia. In: J.M. Brown, ed. The future of policing. London: Routledge, 355–368.
   Google Scholar
• Fleming, J. and Lafferty, G., 2000. New management techniques and restructuring for accountability in Australian police organisations. Policing: an international journal of police strategies and management. 23(2): 154–168.
   Web of Science ®Google Scholar
• Fleming, J. and Marks, M., 2004. As unremarkable at air they breathe’? Reforming police management in South Africa’. Current sociology, 52 (5), 784–808.
   Google Scholar
• Fletcher, J.K., 2004. The paradox of postheroic leadership: an essay on gender, power, and transformational change. The leadership quarterly, 15 (5), 647–661.
   Web of Science ®Google Scholar
• Fletcher, J.K. and Kaufer, K., 2003. Shared leadership: paradox and possibility. In: C.L. Pearce and J.A. Conger, eds. Shared leadership: reframing the hows and whys of leadership. Thousand Oaks, CA: Sage, 21–47.
   Google Scholar
• Ford, J., 2006. Discourses of leadership: gender, identity and contradiction in a UK public sector organisation. Leadership, 2 (1), 77–99.
   Web of Science ®Google Scholar
• Ford, J., 2010. Studying leadership critically: a psychosocial lens on leadership identities. Leadership, 6 (1), 47–65.
   Web of Science ®Google Scholar
• Gardner, J.W., 1990. On leadership. New York: The Free Press.
   Google Scholar
• Garland, D., 2001. The culture of control: crime and social order in contemporary society. Oxford: Oxford University Press.
   Google Scholar
• George, A.L. and Bennett, A., 2005. Case studies and theory development in the social sciences. Cambridge: MIT Press.
   Google Scholar
• Goffman, E., 1959. The presentation of self in everyday life. Garden City: Doubleday Anchor.
   Google Scholar
• Gomm, R., Hammersley, M., and Foster, P., 2000. Case study and generalisation. In: R. Gomm, M. Hammersley, and P. Foster, eds. Case study method: key issues, key texts. London: Sage, 98–116.
   Google Scholar
• Gordon, R., 2002. Conceptualizing leadership with respect to its historical-contextual antecedents to power. The leadership quarterly, 13 (2), 151–167.
   Web of Science ®Google Scholar
• Gordon, R., 2010. Dispersed leadership: exploring the impact of antecedent forms of power using a communicative framework. Management communication quarterly, 24 (2), 260–287.
   Web of Science ®Google Scholar
• Gravelle, J., 2014. Researching the police: personal insights and reflections. In: J. Gravelle and C. Rogers, eds. Researching the police in the 21st century: international lessons from the field. Hampshire: Palgrave Macmillan, 43–82.
   Google Scholar
• Grint, K., 2005. Problems, problems, problems: the social construction of leadership. Human relations, 58 (11), 1457–1494.
   Web of Science ®Google Scholar
• Grint, K., 2010. The Cuckoo Clock Syndrome: addicted to command, allergic to leadership. European management journal, 28 (4), 306–313.
   Web of Science ®Google Scholar
• Gronn, P., 2002. Distributed leadership as a unit of analysis. The leadership quarterly, 13 (4), 423–451.
   Web of Science ®Google Scholar
• Haake, U., Rantatalo, O., and Lindberg, O., 2017. Police leaders make poor change agents: leadership practice in the face of a major organisational reform. Policing and society, 27 (7), 764–778.
   Web of Science ®Google Scholar
• Hammersley, M., 2012. Troubling theory in case study research. Higher education research & development, 31 (3), 393–405.
   Web of Science ®Google Scholar
• Herrington, V. and Colvin, A., 2016. Police leadership for complex times. Policing, 10 (1), 7–16.
   Google Scholar
• Hesketh, I., Cooper, C.L., and Ivy, J., 2005. Well-being, austerity and policing: is it worth investing in resilience training? The police journal, 88 (3), 220–230.
   Google Scholar
• HMIC, 2017. State of policing: the annual assessment of policing in England and Wales 2016. London: HMIC.
   Google Scholar
• Holdaway, S., 1977. Changes in urban policing. British journal of sociology, 28 (2), 119–137.
   Web of Science ®Google Scholar
• Holdaway, S., 2017. The re-professionalization of the police in England and Wales. Criminology and criminal justice, 17 (5), 588–604.
   Web of Science ®Google Scholar
• Hosking, D.M., 1997. Organizing, leadership, and skillful process. In: K. Grint, ed. Leadership: classical, contemporary and critical approaches. Oxford: Oxford University Press, 293–318.
   Google Scholar
• Kelley, R., 1992. The power of followership. New York: Doubleday.
   Google Scholar
• Kort, E.D., 2008. What, after all, is leadership? ‘Leadership’ and plural action. The leadership quarterly, 19 (4), 409–425.
   Web of Science ®Google Scholar
• Kraska, P.B., 2007. Militarization and policing – its relevance to 21st century police. Policing, 1 (4), 501–513.
   Google Scholar
• Lincoln, Y.S. and Guba, E.G. 2000. The only generalization is: there is no generalization. In: R. Gomm, M. Hammersley, and P. Foster, eds. Case study method: key issues, key texts. London: Sage, 27–44.
   Google Scholar
• Lister, S., 2013. The new politics of the police: police and crime commissioners and the ‘operational independence’ of the police. Policing, 7 (3), 239–247.
   Google Scholar
• Loftus, B., 2009. Police culture in a changing world. Oxford: Oxford University Press.
   Google Scholar
• Lumsden, K. and Goode, J., 2018. Policing research and the rise of the ‘evidence-base’: police officer and staff understandings of research, its implementation and ‘what works’. Sociology, 52 (4), 813–829.
   Google Scholar
• Mastrofski, S.D., 2002. The romance of police leadership. In: E. Waring and D. Weisbur, eds. Advances in criminological theory Volume 10: crime and social organization. New Brunswick, NJ: Transaction, 153–196.
   Google Scholar
• Meindl, J.R., 1995. The romance of leadership as a follower-centric theory: a social constructionist approach. Leadership quarterly, 6 (3), 329–341.
   Web of Science ®Google Scholar
• Mikecz, R., 2012. Interviewing elites: addressing methodological issues. Qualitative inquiry, 18 (6), 482–493.
   Web of Science ®Google Scholar
• Newburn, T., 2012. Police and crime commissioners: the Americanization of policing or a very British reform? International journal of law, crime and justice, 40 (1): 31–46.
   Web of Science ®Google Scholar
• Neyroud, P., 2011. Review of police leadership and training. London: Home Office.
   Google Scholar
• Niederhoffer, A., 1967. Behind the shield: the police in urban society. New York: Doubleday and Company.
   Google Scholar
• Norris, C., 1993. Some ethical considerations on field-work with the police. In: D. Hobbs and T. May, eds. Interpreting the field: accounts of ethnography. Oxford: Clarendon Press, 122–143.
   Google Scholar
• Ostrander, S.A., 1995. Surely you’re not in this just to be helpful’: access, rapport and interviews in three studies of elites. In: R. Hertz and J.B. Imber, eds. Studying elites using qualitative methods. Thousand Oaks, CA: Sage, 133–150.
   Google Scholar
• Pearce, C.L., Conger, J.A., and Locke, E.A., 2008. Shared leadership theory. The leadership quarterly 19 (5): 622–628.
   Web of Science ®Google Scholar
• Phillips, R., 1998. The politics of history: some methodological and ethical dilemmas in elite-based research. British educational research journal, 24 (1), 5–19.
   Google Scholar
• Punch, M., 1983. Officers and men: occupational culture, inter-rank antagonism and the investigation of corruption. In: M. Punch, ed. Control in the police organization. Cambridge: MIT Press, 227–250.
   Google Scholar
• Pye, A., 2005. Leadership and organizing: sensemaking in action. Leadership, 1 (1), 31–49.
   Web of Science ®Google Scholar
• Raelin, J., 2011. From leadership-as-practice to leaderful practice. Leadership, 7 (2), 195–211.
   Web of Science ®Google Scholar
• Reddin, W.J., 1977. An integration of leader-behavior typologies. Group & organization management, 2 (3), 282–295.
   Google Scholar
• Reuss-Ianni, E., 1983. Two cultures of policing: street cops and management cops. New Brunswick, NJ: Transaction.
   Google Scholar
• Richards, D., 1996. Elite interviewing: approaches and pitfalls. Politics, 16 (3), 199–204.
   Google Scholar
• Rogers, C., 2015. International perspectives in policing: challenges for 2020. In: P. Wankhade and D. Weir, eds. Police services: leadership and management perspectives. London: Springer, 167–172.
   Google Scholar
• Rowe, M., 2006. Following the leader: front-line narratives on police leadership. Policing: an international journal of police strategies & management, 29 (4), 757–767.
   Web of Science ®Google Scholar
• Rowe, M., 2007. Tripping over molehills: ethics and the ethnography of police work. International journal of social research methodology, 10 (1), 37–48.
   Google Scholar
• Savage, S.P., 2003. Tackling tradition: reform and modernization of the British police. Contemporary politics, 9 (2), 171–184.
   Google Scholar
• Schofield, J.W., 1993. Generalizability of qualitative research. In: M. Hammersley, ed. Social research: philosophy, politics and practice. London: Sage, 200–225.
   Google Scholar
• Shamir, B., 2007. From passive recipients to active co-producers: followers’ roles in the leadership process’. In: B. Shamir, R. Pillai, M.C. Bligh, and M. Uhl-Bien, eds. Follower-centered perspectives on leadership: a tribute to the memory of James R. Meindl’. Connecticut: Information Age, ix–xxii.
   Google Scholar
• Silvestri, M., 2011. Women in charge: policing, gender and leadership. London: Routledge.
   Google Scholar
• Skinns, L., Wooff, A., and Sprawson, A., 2016. The ethics of researching the police: dilemmas and new directions. In: M. Brunger, S. Tong, and D. Martin, eds. Introduction to policing research: taking lessons from practice. London: Routledge, 185–202.
   Google Scholar
• Skogan, W.G., 2008. Why reforms fail. Policing and society, 18 (1), 23–34.
   Web of Science ®Google Scholar
• Smircich, L. and Morgan, G., 1982. Leadership: the management of meaning. The journal of applied behavioral science, 18 (3), 257–273.
   PubMed Web of Science ®Google Scholar
• Smith, J. and Charles, G., 2015. Personal resilience and policing. In: P. Wankhade and D. Weir, eds. Police services: leadership and management perspectives. London: Springer, 129–144.
   Google Scholar
• Stake, R.E., 1995. The art of case study research. Thousand Oaks, CA: Sage.
   Google Scholar
• Steinheider, B. and Wuestewald, T., 2008. From the bottom-up: sharing leadership in a police agency. Police practice and research, 9 (2), 145–163.
   Google Scholar
• Tourish, D., 2013. The dark side of transformational leadership: a critical perspective. London: Routledge.
   Google Scholar
• Tourish, D., 2014. Leadership, more or less? A processual, communication perspective on the role of agency in leadership theory. Leadership, 10 (1), 79–98.
   Web of Science ®Google Scholar
• van Dijk, A. and Crofts, N., 2017. Law enforcement and public health as an emerging field. Policing and society, 27 (3), 261–275.
   Web of Science ®Google Scholar
• van Dijk, A., Hoogewoning, F., and Punch, M., 2015. What matters in policing? Change, values and leadership in turbulent times. Bristol: Policy Press.
   Google Scholar
• Van Maanen, J., 1978. On watching the watchers. In: P.K. Manning and J. Van Maanen, eds. Policing: a view from the street. Santa Monica, CA: Goodyear, 309–349.
   Google Scholar
• Waddington, P.A.J. (1999) Armed and unarmed policing. In: R.I. Mawby, ed. Policing across the world. London: UCL Press, 151–166.
   Google Scholar
• Walker, S. and Archbold, C.A., 2014. The new world of police accountability. 2nd ed. Los Angeles: Sage.
   Google Scholar
• Weick, K.E., 1995. Sensemaking in organizations. Thousand Oaks: Sage.
   Google Scholar
• Whitchurch, C., 2008. Shifting identities and blurring boundaries: the emergence of third space professionals in UK higher education. Higher education quarterly, 62 (4), 377–396.
   Google Scholar
• Wood, M. and Ladkin, D., 2008. The event’s the thing: brief encounters with the leaderful moment. In: K.T. James and J. Collins, eds. Leadership perspectives: knowledge into action. Hampshire: Palgrave Macmillan, 15–28.
   Google Scholar