Citation

Cheurprakobkit S. Crime Prev. Community Safety 2001; 3(1): 43-54.

Affiliation

e-mail: Cheur_S@utpb.edu

Copyright

(Copyright © 2001, Holtzbrinck Springer Nature Publishing Group -- Palgrave-Macmillan)

DOI

unavailable

PMID

unavailable

Abstract

Although critical to the success of community policing implementation, the management element of community policing has often been overlooked. This study surveyed 198 officers of a police department regarding their attitudes toward this internal factor. Among the significant findings were the following observations: most officers did not believe their chief possessed leadership skills needed to implement community policing programs; officers who had received training on community policing more strongly agreed, compared to those who had not, that the chief's current management style and the department's organizational climate were not conducive to community policing implementation; and administrative personnel much more strongly believed, compared to the patrol, detective, and services officers, that the leadership and management style of the chief were helpful in implementing community policing programs. The paper concludes that chief executives must convey their understanding of the community policing concept to their officers, and nurture the growth of community policing by creating an environment conducive to community policing implementation.