Developing Ethical Leaders in Law Enforcement Today

Introduction

At any point in time — but especially during periods of social and political unrest — American citizens look to law enforcement authorities to provide them with the informed guidance and support they need to navigate challenging times successfully. It is therefore incumbent upon law enforcement agencies at every level to create an organizational culture that places a high priority on ethical policing practices and to develop ethical leaders who can model the way for their subordinates. To this end, the purpose of this paper is to review the relevant literature in order to explain the importance of ethical leadership and to identify strategies for developing ethical leaders in law enforcement today. A summary of the research and key findings concerning these issues is presented in the paper's conclusion.

Importance of Ethical Leadership in Law Enforcement

One of the major sacrifices that all law enforcement authorities make when they accept a badge is a career-long commitment to place the health and welfare of others above their own life. Indeed, law enforcement is an especially dangerous profession, and more than one hundred police officers were killed in the line of duty in 2018 alone, representing a 13% increase compared to 2017 (McCarthy, 2020). Despite the significant risks involved, thousands of new police cadets successfully complete a rigorous course of training and eagerly join the ranks of the 800,000 police officers already serving the citizens of the United States each year (Law enforcement facts, 2020).

Moreover, police officers are expected to adhere to a higher ethical standard compared to other citizens by virtue of the trust the general public places in them. As Owens and Pfeifer (2009) note, "Police are perceived as upholders and exemplars of the law and that such a position affords its holders power, status, and respect. This position, however, results in extraordinary expectations and, as such, police personnel are expected to be above all, ethical" (p. 124). In fact, this expectation extends even to officers' off-duty lives. The Law Enforcement Code of Ethics published and maintained by the International Association of Chiefs of Police (IACP) clearly stipulates: "I will keep my private life unsullied as an example to all and will behave in a manner that does not bring discredit to me or to my agency" (Law enforcement code of ethics, 2020).

Furthermore, the commitment to serve means that law enforcement authorities are also expected to extend protection to everyone — and their property — irrespective of their condition in life, gender orientation, place of origin, religion, ethnicity, and so forth. The IACP's Law Enforcement Code of Ethics also emphasizes that:

As a law enforcement officer, my fundamental duty is to serve the community; to safeguard lives and property; to protect the innocent against deception, the weak against oppression or intimidation and the peaceful against violence or disorder; and to respect the constitutional rights of all to liberty, equality, and justice (Law enforcement code of ethics, 2020).

There are several other salient ethical guidelines set forth in the IACP's code, as well as in similar codes of ethics published by other law enforcement agencies across the country. In other words, ethical practices go hand in hand with a police badge, and this commitment is acknowledged and accepted by all who enter the profession. Nevertheless, police work is typically fraught with numerous ethical dilemmas — many of which may be life-threatening — that demand rapid yet calm and reasoned responses conforming to the highest ethical standards. Clearly, this is a daunting enterprise in any profession, but particularly in law enforcement. Fortunately, there are strategies available that can help law enforcement agencies develop and maintain ethical leaders, and these are discussed further below.

Conclusion

The research was consistent in underscoring the importance of ethical leadership in general and in law enforcement contexts in particular. Indeed, many people view the police as representing the epitome of ethical professionals, since officers are empowered — and entrusted — to make the split-second, life-and-death decisions needed to protect citizens and their property. The research also showed that there is no longer any room for the code of silence that has long characterized many law enforcement agencies. Although the importance of ethical leadership in law enforcement is virtually undisputed, some differing views exist concerning optimal strategies for developing ethical law enforcement leaders.

Some of the overarching themes to emerge from the review of the relevant literature included the need for ethical leaders to model the way for others and to create and sustain an organizational culture that places a high priority on ethical law enforcement practices. In the final analysis, while modern policing methods will continue to change as a result of technological innovations, the fundamental need for ethical leadership will remain essentially unchanged.

References

Hughes, P. J. (2017, January 1). A new sheriff in town. Advancing Women in Leadership, 31, 8–13.

Law enforcement code of ethics. (2020). The International Association of Chiefs of Police. Retrieved from https://www.theiacp.org/resources/law-enforcement-code-of-ethics

Law enforcement facts. (2020). National Law Enforcement Officers Memorial Fund. Retrieved from https://nleomf.org/facts-figures/law-enforcement-facts

McCarthy, N. (2019, May 8). The number of U.S. police officers killed in the line of duty increased last year. Forbes. Retrieved from https://www.forbes.com/sites/niallmccarthy/2019/05/08/the-number-of-u-s-police-officers-killed-in-the-line-of-duty-increased-last-year-infographic/#6bd306f11189

Owens, K. M., & Pfeifer, J. (2009, June). Police leadership and ethics: Training and policy recommendations. Canadian Journal of Police and Security Services, 1(2), 124–130.

Stierheim, M. (2020, March). The importance of ethical leadership and moral courage in public management. Public Management, 102(3), 19–23.