ABSTRACT
This chapter brings both a leadership and a police officer perspective, coming as it does from the leader of Greater Manchester Police (GMP), one of the largest provincial police forces in England and Wales. The feeling of isolation can also be experienced in leadership roles, particularly as one reaches more senior positions. Employees can seem to be afraid of talking to one, or of telling one anything but positives and good news. It can also be difficult as a leader to discuss with others the sensitive information one have about the organization. Sir Peter suggests that the challenges for leaders and police officers are unlikely to get any easier in the future. Leaders will need to be more transparent in their decision-making and display integrity and authenticity in all aspects of their personal conduct. Leaders need to establish means of external scrutiny and challenge so that they can play out ethical dilemmas.
