Police leadership as a professional practice

References

• Alvesson, M., 2013. Understanding organizational culture. 2nd ed. London, UK: Sage Publications Ltd.
   Google Scholar
• Alvesson, M., 2017. Studying leadership. taking meaning, relationality and ideology seriously. In: J. Storey, J.L. Hartley, P. t’Hart Denis, and D. Ulrich, ed. The Routledge companion to leadership. New York: Routledge, 67–88.
   Google Scholar
• Arnulf, J.K. and Larsen, K.R., 2015. Overlapping semantics of leadership and heroism: expectations of omnipotence, identification with ideal leaders and disappointment in real managers. Scandinavian psychologist, 2 (e3). doi:10.15714/scandpsychol.2.e3.
   Google Scholar
• Avolio, B.J., Walumbwa, F.O., and Weber, T.J., 2009. Leadership: current theories, research, and future directions. Annual review of psychology, 60, 421–449.
   PubMed Web of Science ®Google Scholar
• Bratton, W.J. and Malinowski, S.W., 2008. Police performance management in practice: taking COMPSTAT to the next level. Policing, 2 (3), 259–265.
   Google Scholar
• Bryman, A., 2011. Research methods in the study of leadership. In: A. Bryman, D. Collinson, K. Grint, B. Jackson, and M Uhl-Bien, ed. The Sage handbook of leadership. London: Sage Publications Ltd, 15–28.
   Google Scholar
• Caless, B. and Tong, S., 2015. Leading policing in Europe: an empirical study of police leadership. European police science and research bulletin (12), 13–17.
   Google Scholar
• Carroll, B.J., 2016. Leadership as identity: a practice-based exploration. In: J.A. Raelin, ed. Leadership-as-practice. theory and application. New York, NY: Routledge, 91–109.
   Google Scholar
• Carroll, B., Levy, L., and Richmond, D., 2008. Leadership as practice: challenging the competency paradigm. Leadership, 4 (4), 363–379.
   Web of Science ®Google Scholar
• Chan, J., 1997. Changing police culture: policing in a multicultural society. Cambridge: Cambridge University Press.
   Google Scholar
• Charman, S., 2017. Police socialisation, identity and culture. Becoming blue. Portsmounth: Palgrave macmillan.
   Google Scholar
• Chia, R. and Holt, R., 2006. Strategy as practical coping: a heideggerian perspective. Organization studies, 27 (5), 635–655.
   Web of Science ®Google Scholar
• Christensen, T., 2018. Komparative reformtrender og norsk politireform – strukturelle trekk Kulturelle brudd. In: V.L. Sørli and P Larsson, ed. Politireformer: Idealer, realiteter, Retorikk og praksis. Oslo: Cappelen Damm, 57–72.
   Google Scholar
• Christensen, W. and Crank, J.P., 2001. Police work and culture in a nonurban setting: an ethnographic analysis. Police quarterly, 4 (1), 69–98.
   Google Scholar
• Clegg, S.R., Courpasson, D., and Phillips, N., 2006. Power and organizations. London: Sage Publications.
   Google Scholar
• Cockcroft, T., 2013. Police culture, themes and concepts. London: Routledge, Taylor and Francis Group.
   Google Scholar
• Cockcroft, T., 2014. Police culture and transformational leadership: outlining the contours of a troubled relationship. Policing, 8 (1), 5–13.
   Google Scholar
• Cockcroft, T., 2019. Police culture and police leadership. In: R. Ramshaw, M Silvestri, and M Simpson, ed. Police leadership. changing landscapes. Cham: Switzerland: Palgrave MacMillan, 23–45.
   Google Scholar
• Crevani, L. and Endrissat, N., 2016. Mapping the leadership-as-practice terrain. Comparative elements. In: J.A. Raelin, ed. Leadership-as-practice. Theory and application. New York: Routledge, 21–49.
   Google Scholar
• Cunliffe, A.L., 2001. Managers as practical authors: reconstructing our understanding of management practice. Journal of management studies, 38 (3), 351–371.
   Web of Science ®Google Scholar
• Davis, C., 2018. Rank matters: police leadership and the authority of rank. Policing and society. doi:10.1080/10439463.2018.1555250.
   Web of Science ®Google Scholar
• Davis, C. and Bailey, D., 2018. Police leadership: the challenges for developing contemporary practice. International journal of emergency services, 7 (1), 13–23.
   Web of Science ®Google Scholar
• Day, D.V., et al., 2014. Advances in leader and leadership development: a review of 25 years of research and theory. Leadership quarterly, 25 (1), 63–82.
   Web of Science ®Google Scholar
• Denis, J., Langley, A., and Rouleau, L., 2005. Rethinking leadership in public organizations. In: E. Ferlie, L.E. Lynn, Jr., and C Pollitt, ed. The Oxford handbook of public management. Oxford: Oxford University Press, 446–467.
   Google Scholar
• De Rue, D.S., et al., 2011. Trait and behavioral theories on leadership: an integration and meta-analytic test of their relative validity. Management and entreprenuership, 64 (1), 7–52.
   Google Scholar
• DeRue, S. and Ashford, S., 2010. Who will lead and who will follow? A social process of leadership identity construction in organizations. Academy of management review, 35 (4), 627–647.
   Web of Science ®Google Scholar
• Dovey, K., Burdon, S., and Simpson, R., 2016. Creative leadership as collective achievement: an Australian case. Management learning, 48 (1), 23–38.
   Web of Science ®Google Scholar
• Ellefsen, B., 2018. Tidenes politireform. In: V.L. Sørli and P Larsson, ed. Politireformer: Idealer, realiteter, retorikk og praksis. Oslo: Cappelen Damm, 37–56.
   Google Scholar
• Eterno, J.A. and Silverman, E.B., 2010. Understanding police management: a typology of the underside of compstat. Professional issues in criminal justice, 5 (2&3), 11–28.
   Google Scholar
• Filstad, C., 2014. The politics of sensemaking and sensegiving at work. Journal of workplace learning, 26 (1), 3–21.
   Google Scholar
• Filstad, C., 2020. Politiledelse som profesjonell praksis. Bergen: Fagbokforlaget. In press.
   Google Scholar
• Filstad, C., Karp, T., and Glomseth, R., 2018. How police leaders learn to lead. Policing: a journal of policy and practice, pay043. doi:10.1093/police/pay043.
   Web of Science ®Google Scholar
• Filstad, C., Olsen, T.H., and Karp, T., 2020. Constructing managerial discretion in contradictory contexts. European management journal. For review.
   Google Scholar
• Filstad, C., Traavik, L., and Gorli, M., 2019. Belonging at work: the experiences, representations and meanings of belonging. Journal of workplace learning, 31 (2), 116–142.
   Web of Science ®Google Scholar
• Fleming, J., 2015. Experience as evidence. The learning of leadership. In: J. Fleming, ed. Police leadership. Rising to the top. Oxford: Oxford University Press, 1–16.
   Google Scholar
• Flynn, E.A. and Herrington, V., 2015. Towards a profession of police leadership. Washington, DC: US Department of Justice, Office of Justice Programs, National Institute of Justice, 1–18.
   Google Scholar
• Fyfe, N.R., Terpstra, J., and Tops, P., eds. 2013. Centralizing forces? Comparative perspectives on contemporary police reform in Northern and Western Europe. The Hague, The Netherlands: Eleven.
   Google Scholar
• Gardner, W.L., et al., 2010. Scholarly leadership of The study of leadership: a review of the leadership quarterlýs second decade, 2000–2009. The leadership quarterly, 21 (6), 922–958.
   Web of Science ®Google Scholar
• Gherardi, S., 2011. Organizational learning: the sociology of practice. In: M. Easterby-Smith and M.A Lyles, ed. Handbook of organizational learning and knowledge management. Chichester: Wiley, 43–67.
   Google Scholar
• Gherardi, S., 2012. How to conduct a practice-based study. Problems and methods. Cheltenham: Edward Elgar.
   Google Scholar
• Gherardi, S. and Strati, A., 2012. Learning and knowing in practice-based studies. Surrey, UK: Edward Elgar Publishing.
   Google Scholar
• Gronn, P., 2002. Distributed leadership as the unit Of analysis. The leadership quarterly, 13 (4), 423–451.
   Web of Science ®Google Scholar
• Gundhus, H., 2017. Discretion as an obstacle: police culture, change and governance in a Norwegian context. Policing: a journal of policy and practice, 11 (3), 258–272.
   Web of Science ®Google Scholar
• Haake, U., Rantatalo, O., and Lindberg, O., 2015. Police leaders make poor change agents: leadership practice in the face of a major organisational reform. Policing and society: an international journal of research and policy, 27 (7), 764–778.
   Web of Science ®Google Scholar
• Hardy, C., Nelson, P., and Lawrence, T.B., 2003. Resources, knowledge and influence: the organizational effects of interorganizational collaboration. Journal of management studies, 40 (2), 321–347.
   Web of Science ®Google Scholar
• Hatch, M.J., 2001. Organisasjonsteori. Moderne, symbolske og postmoderne perspektiver. Oslo: Abstrakt forlag.
   Google Scholar
• Isett, K.R., et al., 2013. When change becomes transformation: a case study of change management in medicaid offices in New York City. Public management review, 15 (1), 1–17.
   Web of Science ®Google Scholar
• Johannessen, S.O., 2015. Reforming the Norwegian police: cultural change as a restoration of organizational ideologies, myths and practices. Nordisk politiforskning, 2 (2), 167–182.
   Google Scholar
• Karp, T., Filstad, C., and Glomseth, R., 2018. 27 days of managerial work in the police service: being foremost among equals. Police practice and research: an international journal. Available from: https://www.tandfonline.com/doi/full/10.1080/15614263.2018.1526682.
   PubMed Web of Science ®Google Scholar
• Kjellberg, H. and Helgesson, C.F., 2006. Multiple versions of markets: multiplicity and performativity in market practice. Industrial marketing management, 35 (7), 839–855.
   Web of Science ®Google Scholar
• Klockars, C., 1985. The idea of police. Beverly Hills, CA: Sage.
   Google Scholar
• Krimmel, J.T. and Lindenmuth, P., 2001. Police chief performance and leadership styles. Police quarterly, 4 (4), 469–483.
   Google Scholar
• Law, J. and Urry, J., 2004. Enacting the social. Economy and society, 33, 390–410.
   Web of Science ®Google Scholar
• Loftus, B., 2009. Police culture in a changing world. Oxford: Oxford University Press.
   Google Scholar
• Loftus, B., 2010. Police occupational culture: classical themes, altered times. Policing and society, 20 (1), 1–20.
   Web of Science ®Google Scholar
• Maitlis, S. and Lawrence, T.B., 2007. Triggers and enablers of sensegiving in organizations. Academy of management journal, 50 (1), 57–84.
   Web of Science ®Google Scholar
• McCusker, M.E., Foti, R.J., and Abraham, E.K., 2019. Leadership research methods: progressing back to process. In: R.E Riggio, ed. What's wrong with leadership? Improving leadership research and practice. New York and London: Routledge, Taylor and Francis Group, 9–40.
   Google Scholar
• Nicolini, D., 2012. Practice theory, work & organization. An introduction. Oxford, UK: Oxford University Press.
   Google Scholar
• Nicolini, D., Gherardi, S., and Yanow, D., 2003. Introduction in knowing in organizations. Armonk, NY: M.E.Sharpe.
   Google Scholar
• Orlikowski, W.J., 2010. The sociomateriality of organizational life: considering technology in management research. Cambridge journal of economics, 34, 125–141.
   Web of Science ®Google Scholar
• Paoline, E., 2004. Shedding light on police culture: an examination of officerś occupational attitudes. Police quarterly, 7 (2), 205–236.
   Google Scholar
• Pearson-Goff, M. and Herrington, V., 2013. Police leaders and leadership development. A systemic review. Manly, NSW: Australian Institute of Police Management.
   Google Scholar
• Pearson-Goff, M. and Herrington, V., 2014. Police leadership: a systemic review of the literature. Policing, 8 (1), 14–26.
   Google Scholar
• Pfeffer, J., 2015. Leadership BS. Fixing workplaces and careers one truth at a time. New York: HarperCollins Publishers.
   Google Scholar
• Pye, A.J., 2005. Strategy and organizing: sensemaking in action. Leadership, 1, 31–50.
   Web of Science ®Google Scholar
• Raelin, J.A., ed. 2016. Leadership-as-practice. Theory and application. New York, NY: Routledge.
   Google Scholar
• Reggio, R.E., ed. 2019. What's wrong with leadership? Improving leadership research and practice. Introduction. New York: Routledge, 1–6.
   Google Scholar
• Reiner, R., 2017. Is police culture cultural? Policing, 11 (3), 236–241.
   Google Scholar
• Reuss-Ianni, E. and Ianni, F.A.J., 1983. Street cops and management cops: the two cultures of policing. In: M Punch, ed. Control in the police organization. Cambridge, MA: MIT Press, 251–274.
   Google Scholar
• Roberts, K., et al., 2016. Police leadership in 2045: the value of education in developing leadership. Policing, 10 (1), 26–33.
   Google Scholar
• Rowe, M. and Macauley, M., 2018. Giving voice to the victims of sexual assault: the role of police leadership in organisational change. Policing: an international journal. doi:10.1108/PIJPSM-03-2018-0037.
   Web of Science ®Google Scholar
• Schaefer, S.M., 2019. Wilful managerial ignorance, symbolid work and decoupling: a socio-phenomenologica study of ‘managing creativity’. Organization studies, 40 (9), 1387–1407.
   Web of Science ®Google Scholar
• Schatzki, T.R., 2001. Practice theory. In: T.R. Schatzki, K.K. Cetina, and E Von Savigny, ed. The practice turn in contemporary theory. Oxon: Routledge, 1–14.
   Google Scholar
• Schein, E.H., 2010. Organizational culture and leadership. San Francisco, CA: Jossey-Bass.
   Google Scholar
• Shotter, J. and Cunliffe, A.L., 2003. Managers as practical authors: everyday conversations For action. In: D. Holman and R Thorpe, ed. Leadership and language. London: Sage, 15–37.
   Google Scholar
• Silvestri, M., 2011. Women in charge: policing, gender and leadership. London: Routledge.
   Google Scholar
• Silvestri, M., 2019. In search of diversity: an embodied account of police leadership. In: R. Ramshaw, M Silvestri, and M. Simpson, ed. Police leadership. Changing landscapes. Cham, Switzerland: Palgrave MacMillan, 99–120.
   Google Scholar
• Smircich, L. and Morgan, G., 1982. Leadership: the management of meaning. Journal of applied behavioral science, 18 (3), 257–273.
   PubMed Web of Science ®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
• Uhl-Bien, M. and Ospina, S., eds. 2012. Advancing relational leadership research: a dialogue among perspectives. Greenwich, CT: Leadership Horizons, Information Age Pub.
   Google Scholar
• Van Der Voet, J., Kuipers, B.S., and Groeneveld, S., 2016. Implementing change in public organizations: the relationship between leadership and affective commitment to change in a public sector context. Public management review, 18 (6), 842–865.
   Web of Science ®Google Scholar
• Waddington, P.A.J., Kleinig, J., and Wright, M., eds. 2013. Professional police practice. Scenarios and dilemmas. Oxford, UK: Oxford University Press.
   Google Scholar
• Weick, K.E., 1995. Sensemaking in organizations. Thousand Oaks, CA: SAGE Publications.
   Google Scholar
• Whittington, R., 2006. Completing the practice turn in strategy research. Organization studies, 27 (5), 613–634.
   Web of Science ®Google Scholar
• Willis, J. and Mastrofski, S., 2017. Understanding the culture of craft: lessons from two police agencies. Journal of crime and justice, 40 (1), 84–100.
   Web of Science ®Google Scholar