NCJ Number
221486
Journal
Policing: An International Journal of Police Strategies and Management Volume: 30 Issue: 4 Dated: 2007 Pages: 587-607
Date Published
2007
Length
21 pages
Annotation
This study explored the connection between three aspects of leadership (tole modeling, strictness, and openness) and nine types of integrity violations within the Dutch police force.
Abstract
The findings indicate that role modeling, strictness, and openness of leaders influence the behavior of police officers, but the impact of the variables on the different types of integrity violations varies. Specific leadership qualities are required to curb specific types of integrity violations; role modeling is especially significant in limiting unethical conduct in the contest of interpersonal relationships. Employees appear to copy the leader’s integrity standards in their daily interaction with one another. Strictness is important as well but appears to be particularly effective in controlling fraud, corruption, and the misuse of resources. The impact of openness is less evident. Role modeling appears to have a significant influence on all types of misconduct with relatively strong effects on internal corruption (favoritism), misconduct (discrimination, harassment, gossiping, bullying), and falsely calling in sick. Strictness has a significant influence on 15 of 20 integrity violations. This characteristic has little influence on violations that are directly linked to police work and getting the job done. Openness has a significant effect on 15 types of integrity violations, but minimal effect on a variety of violations (types of fraud, conflicts of interest, misusing information, discrimination, harassment, waste, and abuse of resources). A relatively strong influence can be discerned on two integrity violations: internal favoritism, and discriminatory remarks to citizens and suspects. The relevance is that managers should realize that the types of integrity violations that they want to prevent require different kinds of managerial behavior. The identification of significant connections between leadership and integrity violations is important for further research and theory development. The data were collected by means of a questionnaire from 3,125 regular police officers (70 percent) and supervisors (30 percent), from 5 voluntarily participating police organizations across the country. Tables, references