ABSTRACT
The chapter discusses the contingency theory premise that there cannot be “one best way” to manage or lead since organizational and sociopolitical structures control what needs to be performed as a manager. The relative power of the police organization and external stakeholders is based on the balance between influence and countervailing power, and over time explains the capability of choice and direction when adapting new ideas or reform strategies. The organizational size and strength of an agency provide a wider choice and latitude for strategic decisions made by its leaders, while influential internal and external stakeholders, such as police unions, judicial directives, and community demands, restrict it at the same time. The law enforcement officials reveal in the chapter that the power of the police executive is a significant stabilizing aspect of institutional change. While influential stakeholders and constituents within the police environment exercise their capacity to compel police agencies to comply with standardized procedures, strong leaders are still able to direct their agencies in a highly restrictive environment.
