Leading Change in Policing: Police Culture and the Psychological Contract
| Published date | 01 December 2014 |
| Author | Susan Robinson,Vernon White |
| DOI | 10.1350/pojo.2014.87.4.675 |
| Date | 01 December 2014 |
| Subject Matter | Articles |
Police Journal: Theory, Practice and Principles Volume 87(4) (2014)
258
Leading Change in Policing: Police Culture and the
Psychological Contract
Vernon White*
Charles Sturt University, Ottawa, Canada
Susan Robinson†
Charles Sturt University, Goulburn, NSW, Australia
Keywords: police leadership; change management; psychological contract; police tenure
Abstract: Police leaders have a complex and challenging role in which they balance a variety of demands
related to operational areas while simultaneously managing the needs of the organisation for the future.
In addition, the role of policing is constantly changing and is a much more complex role than in years and
decades gone by. To fill this broader and more complex role effectively, police on the ground need leaders
who are flexible and possess a broad range of consolidated policing skills and experience. The psychological
contract is an important consideration in managing change. The psychological contract contains the spoken
and tacit beliefs, understandings and obligations between the employer and employee, often setting out
the dynamics of the relationship itself and the manner in which it operates. Breaching the psychological
contract can have negative consequences for the organisation. It is argued that by developing and maintaining
clearly articulated and widely circulated organisational expectations, the police leader can overtly manage the
psychological contract, making the management of change easier to accomplish. In the truest sense, this is
leading the way for the future of policing.
†
whitev@sen.parl.gc.ca
* surobinson@csu.edu.au
DOI: 10.1350/pojo.2014.87.4.675
Introduction
Police leaders have a complex and challenging role in which they find themselves balancing a variety of demands
related to operational areas and community needs while simultaneously managing the needs of the organisation
for the future. This is all done within the context of managing the many challenges of modern life, including new
technology (Kegan, 1994; Batts et al., 2012). Additionally, one of the most important areas of responsibility for
police leaders is the management of police personnel. Traditional police management has followed a military-
style structure and has been greatly influenced by military management approaches (Murphy & McKenna, 2007).
The introduction of existing and emerging technologies to enhance policing has changed the way in which the
policing role is undertaken and in the process has challenged the viability of maintaining the traditional policing
management model. Furthermore, in an environment of fiscal austerity, governments globally have become more
and more concerned with the effectiveness and efficiency of public sector management (Parker & Bradley, 2000)
and this includes policing organisations. These changes to policing, along with significant changes to the structure of
society, including community expectations of the role of police, have required police departments to consider more
contemporary and diverse management approaches in order to increase effectiveness and efficiency.
Effective and efficient management requires police leaders to adapt to the changing needs of the organisation and
involves gaining a better understanding of the organisation’s culture and subcultures (Parker & Bradley, 2000;
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