ABSTRACT
Leadership is one of those obvious things required for integrity in policing, but how to generate and maintain ethical leadership is a difficult question. One point to note is that when it comes to ethical policing, inspiring good conduct by example is unlikely to be sufficient. Good leaders need to be good managers, with a detailed knowledge of the workings of their organization, facilitating and driving the successful pursuit of organizational goals. In part, this requires a figure who inspires others and sets an example of work done enthusiastically, conscientiously, and competently. More importantly, it requires a person who ensures that the right structures and systems are in place and are operating optimally. This view shifts the perspective away from a model of leadership based on a single charismatic figure toward a more sustainable systems-oriented model, and one that is also oriented toward democratic leadership (Goldsmith, 2001). A “command and control” approach is unlikely to produce ethical leadership if it insulates police from external influences, especially from the community. A greater range of democratic inputs will assist in making ethical leadership more of a shared responsibility.
