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Leading Change: Adopting a Transformational Approach to Leadership Within the Internal Security Forces of Lebanon, Enabling a Community Based Style of Policing

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Leading Change: Adopting a Transformational Approach to Leadership Within the Internal Security Forces of Lebanon, Enabling a Community Based Style of Policing Leading change: Adopting a transformational approach to leadership within the Internal Security Forces of Lebanon, enabling a community based style of policing. Kevin Michael Smith The thesis is submitted in partial fulfilment of the requirements for the award of the degree of Doctor of Criminal Justice of the University of Portsmouth Dedication To my wife Alison and our children Sarah, William and Anna, for all your unwavering support during a challenging career involving much separation. 1 Declaration I confirm that, except where indicated through the proper use of citations and references, this is my own original work. Whilst registered as a candidate for the above degree, I have not been registered for any other research award. The results and conclusions embodied in this thesis are the work of the named candidate and have not been submitted for any other academic award. Signed: Kevin Smith 30 September 2019 Word count: 2 Acknowledgements I would like to acknowledge and thank all the members of staff from Portsmouth University who have guided me over the past 4 years and given me the academic confidence to prepare and submit this thesis. Particularly, I would like to thank my academic supervisors Barry Loveday and John Fox for their unwavering support during this process. This research would not have been possible without the support and access that was provided to the Internal Security Forces of Lebanon and I would like to place on record my sincere appreciation to Major General Osman, Director General; General Al Hajjar, Head of the ISF Academy and Strategic Planning Team; and Captain Hamze Haidar, Head of the Academy Training Bureau. 3 Contents Dedication ............................................................................................................................... 1 Declaration ............................................................................................................................... 2 Acknowledgements .................................................................................................................... 3 Contents ............................................................................................................................... 4 Table of Figures ..................................................................................................................... 7 Table of Tables ...................................................................................................................... 7 List of Abbreviations ................................................................................................................. 8 Abstract ............................................................................................................................. 10 Chapter 1. Introduction ......................................................................................................... 11 1.1 Structure .................................................................................................................... 12 Chapter 2. Context ................................................................................................................ 14 2.1 Country ..................................................................................................................... 14 2.2 ISF background ......................................................................................................... 16 2.3 International support ................................................................................................. 19 2.4 Leadership development in the ISF .......................................................................... 21 2.5 Competency framework ............................................................................................ 23 Chapter 3. Cultural Considerations ...................................................................................... 25 3.1 Hofstede – culture’s consequences ........................................................................... 26 3.2 The GLOBE Study .................................................................................................... 29 3.2.1 Performance orientation ..................................................................................... 31 3.2.2 Future orientation ............................................................................................... 32 3.2.3 Cross-cultural differences in gender egalitarianism .......................................... 32 3.2.4 Assertiveness...................................................................................................... 33 3.2.5 Individualism and collectivism .......................................................................... 34 3.2.6 Power distance ................................................................................................... 34 3.2.7 Humane orientation ............................................................................................ 36 3.2.8 Uncertainty avoidance ....................................................................................... 37 3.2.9 GLOBE study conclusions and critics ............................................................... 38 3.3 Cultural implications for leadership development in the Middle East ..................... 39 3.4 The Lebanese cultural context .................................................................................. 41 Chapter 4. Research Methodology and Methods.................................................................. 45 4.1 Action research ......................................................................................................... 46 4.2 Qualitative research .................................................................................................. 48 4.3 Quantitative research ................................................................................................ 50 4 4.4 Mixed methods.......................................................................................................... 50 4.5 Researching closed organisations ............................................................................. 50 4.6 Key informants.......................................................................................................... 54 Secondary data analysis ............................................................................................ 56 4.8 The research instruments used in this research project. ............................................ 57 4.9 Recording the interviews .......................................................................................... 60 4.10 Interview schedule .................................................................................................... 61 4.11 Reliability and validity in qualitative research ......................................................... 63 4.12 Ethical Considerations…………………………………………………………….. 65 Chapter 5. Is Transformational Leadership Culturally Transferable? .................................. 67 5.1 Transformational leadership ..................................................................................... 67 5.2 Performance management ......................................................................................... 82 5.3 The quality of human resource .................................................................................. 88 5.4 Decision-making ....................................................................................................... 90 5.5 Strategic planning and thinking ................................................................................ 97 5.6 Summary and conclusions ...................................................................................... 101 Chapter 6. Can a Community-Focused Problem-Solving Police Style Work in a Centralised Decision-Making Structure? .................................................................................................. 104 6.1 Introduction ............................................................................................................. 104 6.2 Community policing ............................................................................................... 104 6.3 Ras Beirut................................................................................................................ 106 6.4 British Police Support Team (BPST) ...................................................................... 109 6.5 Training ................................................................................................................... 110 6.6 The officers’ views ................................................................................................. 112 6.6.1 Communication ................................................................................................ 112 6.6.2 Community focus ............................................................................................. 115 6.6.3 Female representation ...................................................................................... 120 6.7 Conclusion and summary ........................................................................................ 125 Chapter 7. Conclusions ....................................................................................................... 128 7.1 Relating the findings to previous research .............................................................. 128 7.2 Limitations of the research .....................................................................................
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