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How Police Supervisory Styles Influence Patrol Officer Behavior U.S

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How Police Supervisory Styles Influence Patrol Officer Behavior U.S U.S. Department of Justice Office of Justice Programs JUNE JUNE National Institute of Justice 03 03 Research for Practice How Police Supervisory Styles Influence Patrol Officer Behavior U.S. Department of Justice Office of Justice Programs 810 Seventh Street N.W. Washington, DC 20531 John Ashcroft Attorney General Deborah J. Daniels Assistant Attorney General Sarah V. Hart Director, National Institute of Justice This and other publications and products of the U.S. Department of Justice, Office of Justice Programs, National Institute of Justice can be found on the World Wide Web at the following site: Office of Justice Programs National Institute of Justice http://www.ojp.usdoj.gov/nij JUNE 03 How Police Supervisory Styles Influence Patrol Officer Behavior Acknowledgments The author would like to thank Stephen D. Mastrofski, William Falcon, and Karen Sherman for their valuable insights and numerous contributions to this document. Findings and conclusions of the research reported here are those of the author and do not reflect the official position or policies of the U.S. Department of Justice. This study was conducted using information from the Project on Policing Neighborhoods, directed by Stephen D. Mastrofski, Roger B. Parks, Albert J. Reiss, Jr., and Robert E. Worden. The project was supported by the National Institute of Justice under grant number 95–IJ–CX–0071. Support for this research was provided through a transfer of funds to NIJ from the Office of Community Oriented Policing Services. NCJ 194078 RESEARCH FOR PRACTICE / JUNE 03 ABOUT THIS REPORT When police officers put their What were the study’s cruisers in gear, how much limitations? will their field supervisor’s style of supervision influence This research did not meas- their performance when they ure long-term patterns of deal with a fight in progress supervision or address how or an ongoing community supervisors communicate problem? their priorities. It did not address mixed supervisory A recent study found that styles or explore whether a field supervisor’s style may supervisors adjust their have a profound impact on styles in reaction to the offi- patrol officer behavior. That’s cers they are assigned to particularly true of the “active” supervise. For example, a style of supervision identified squad with younger officers by the research. would most likely require a different supervisory style than one with more sea- What did the soned officers. researchers find? Study data came from urban The study uncovered some police departments that surprising patterns in supervi- were implementing problem- sory styles and patrol officer solving/community policing behavior. Four supervisory strategies. These findings styles emerged from the may not apply to smaller, research. The style identified rural departments or those as active was more likely that are not implementing than the others to influence new strategies. officer behavior. This influ- ence can be either positive or negative; for example, it Who should read this can inspire subordinates to study? engage in more problem- solving activities, or it can Police administrators, mid- result in more frequent use level managers, field super- of force. An active super- visors, and researchers, visory style was also the particularly those who focus most conducive to imple- on police organizations and menting community policing management. goals. ii POLICE SUPERVISORY STYLES Robin Shepard Engel How Police Supervisory Styles Influence Patrol Officer Behavior Does field supervision of Justice that broadly examined patrol officers matter? policing issues, especially the Chances are that personal effects of community policing experience, common sense, initiatives on police and the This report is based on and intuition would elicit a public (see “The Project on three journal articles by quick “yes” from most police Policing Neighborhoods”). the author. Readers may refer to the articles for administrators and managers. The most important finding details on research find- But does street-level evi- ings and methodology dence justify that viewpoint? was that style or quality of (see “Recommended field supervision can signifi- Reading”). The answer is a qualified yes, cantly influence patrol officer according to recent field behavior, quite apart from research. Research findings quantity of supervision.1 not only confirm that view Frontline supervision by but also shed light on how sergeants and lieutenants frontline supervisory styles can influence some patrol can influence such patrol officer behavior, but the officer behavior as making study found that this influ- arrests, issuing citations, ence varies according to using force, and engaging the style of supervision. An in community policing. “active” supervisory style— involving leading by exam- The study involved field ple—seems to be most observations of and inter- influential despite potential views with sergeants and drawbacks. Indeed, active lieutenants who directly supervisors appear to be cru- supervised patrol officers cial to the implementation of in the Indianapolis, Indiana, organizational goals. Police Department and the St. Petersburg, Florida, Police This report in NIJ’s Research About the Author Department. The research for Practice series addresses Robin Shepard Engel, is based on data from the three principal questions: Ph.D., is associate Project on Policing Neigh- professor of criminal borhoods (POPN), a 2-year ■ What are the four supervi- justice at the University research project sponsored sory styles identified by the of Cincinnati. by the National Institute of research? 1 RESEARCH FOR PRACTICE / JUNE 03 Exhibit 1. Characteristics of 81 supervisors Characteristics Minimum Maximum Mean Supervisor age (years) 31 70 44 Years of experience as a supervisor 1 33 10 Percentage of supervisors who were female 15 Percentage of supervisors who were nonwhite 15 Percentage of supervisors who held a 4-year college degree 51 Amount of training* in community policing 1 5 4 Amount of knowledge† about community policing 1 3 2 Amount of training in supervision, management, leadership 1 5 4 Amount of knowledge about supervision, management, leadership 1 3 1 Note: 17 lieutenants and 64 sergeants. *Amount of training: 1 = none, 2 = less than 1 day, 3 = 1–2 days, 4 = 3–5 days, 5 = more than 5 days. †Amount of knowledge: 1 = very knowledgeable, 2 = fairly knowledgeable, 3 = not very knowledgeable. ■ How do those styles influ- age as well as level of train- ence patrol officer behavior? ing and experience (see exhibit 1). Each of the four ■ What are the implications styles encompasses about for departmental policy and 25 percent of the 81 field practice? supervisors (see exhibit 2). In general, none of the four supervisory styles was found Frontline supervisory to be ideal. Each style has styles benefits and drawbacks. (See “Study Methodology.”) The study’s field observa- tions and interviews identi- The active style of supervision fied four main supervisory emerged as having the most styles: traditional, innovative, influence over patrol officers’ supportive, and active. Super- behaviors. Officers with active visor characteristics include supervisors were more likely personal features such as than those with other types 2 POLICE SUPERVISORY STYLES Exhibit 2. Distribution of supervisory styles, in percent Traditional Innovative Supportive Active Gender Male (n = 69) 22 30 25 23 Female (n = 12) 50 8 17 25 Race White (n = 69) 26 26 25 23 Nonwhite (n = 12) 25 33 17 25 Location Indianapolis lieutenants (n = 17) 12 35 24 29 Indianapolis sergeants (n = 39) 18 28 26 28 St. Petersburg sergeants (n = 25) 48 20 20 12 Total (N = 81) 26 27 23 23 Note: Each percentage is the proportion of field supervisors associated with the style noted in the far left column. Thus, traditional supervisors constituted 26 percent of all 81 supervisors, 22 percent of 69 male supervisors, etc. of supervisors to use force produce measurable out- and spent more time on self- comes—particularly arrests initiated activities, community and citations—along with policing activities, and prob- paperwork and documentation. lem solving. Less inclined toward devel- Traditional supervisors. oping relationships, tradition- Traditional supervisors expect al supervisors give more aggressive enforcement from instruction to subordinates subordinates rather than and are less likely to reward engagement in community- and more likely to punish oriented activities or policing patrol officers. The traditional of minor disorders. They are supervisor’s ultimate concern more likely than other types of is to control subordinate supervisors to make decisions behavior. because they tend to take over encounters with citizens Traditional supervisors are or tell officers how to handle more likely to support new those incidents. policing initiatives if they are consistent with aggressive Traditional sergeants and lieu- law enforcement. More than tenants are highly task oriented 60 percent of these supervi- and expect subordinates to sors “agree strongly” that 3 RESEARCH FOR PRACTICE / JUNE 03 policing, traditional supervi- THE PROJECT ON POLICING NEIGHBORHOODS sors strictly enforce rules and regulations and adhere to the NIJ is committed to providing relevant research that chain of command. helps practitioners in the field. This Research for Practice is one in a series of reports from the Project on Policing Innovative supervisors. Neighborhoods (POPN) conducted in 1996–1997. POPN Innovative supervisors are researchers examined police
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