Estimated reading time: 14 minutes
Key Takeaways
- Inspire, Don’t Command: Effective leaders earn trust through communication, empathy, and integrity, not just rank or authority.
- Traits + Actions = Results: Being ethical, resilient, communicative, and innovative is essential, but applying those traits through actions like problem-solving, shared vision, and caring for officers makes leadership tangible.
- Trust and Legitimacy Are Foundational: Fairness, transparency, and consistency strengthen both officer morale and community confidence.
- Collaboration Matters: Engaging your team, researchers, community members, and partner agencies improves problem-solving and accountability.
- Leadership Leaves a Legacy: Every choice, interaction, and action shapes your department’s culture and the community it serves.
When New York and Los Angeles faced years of public mistrust and internal fatigue, Commissioner William Bratton didn’t just issue new directives, he changed how policing worked on the ground. He pushed decision-making down to precinct commanders, encouraged officers to engage directly with their communities, and emphasized accountability, partnership, and empowerment. By listening to rank-and-file frustrations and focusing on neighborhood needs, Bratton transformed departments that had long relied on enforcement-heavy strategies into organizations attentive to both officers and the public they served.
Decades earlier, Commissioner Patrick V. Murphy took on one of the toughest reform challenges of his time. He rooted out corruption in the NYPD in the aftermath of the Knapp Commission. Murphy pushed for accountability, integrity, and transparency long before “police legitimacy” was part of everyday policing language.
Hubert Williams, one of the first Black police chiefs in a major U.S. city (Newark, NJ) and later president of the Police Foundation, transformed ideas of what leadership could be. He championed research-based policing and community trust when both were uphill battles, showing that courage in leadership often means challenging the status quo.
And when Penny Harrington broke barriers as the first woman to lead a major city police department, she did more than make history. She changed how leadership itself was defined. She fought for fairness in promotions, championed ethics and professionalism, and faced resistance with the same calm, principled resolve that marks every great leader.
Across the globe, Sir Robert Mark, Commissioner of the Metropolitan Police in London from 1972–1977, transformed one of the world’s largest police forces with a relentless focus on integrity and professionalism. He famously tackled corruption head-on, reformed internal culture, and emphasized accountability and public trust as the foundation of effective policing.
What made these leaders so respected wasn’t how many arrests they made or how they overemphasized their authority. It was how they inspired, communicated, and adapted when policing itself was under fire.
Departments thrive (or crumble) based on the quality of their leadership. Yet, too often, we still equate “strong leadership” with being tough, loud, and unyielding. The truth, backed by a sweeping new review of police leadership research, tells a different story: the best leaders are the ones who listen, empower, and earn trust every single day.
The Research: What Over 100 Studies Reveal
Researchers Rui Coelho de Moura, Andreia Borges, Sónia Morgado, and Nelson Ramalho expanded the original Pearson-Goff and Herrington (2014) systematic review to include new studies from 2013–2021 and included studies from Europe. After identifying over 7000 potential studies, they filter down to 101 that met the strict criteria of being empirical, peer-reviewed, and focused on what makes police leadership effective.
These studies spanned the globe including from the U.S. and UK to Canada, Australia, Germany, and beyond. Across every context, the same message emerged: leadership isn’t about control, it’s about credibility, connection, and character.
In an era of rapid technological change, reputational crises, and social upheaval, the researchers found that the best police leaders aren’t those who command the loudest, but those who listen, adapt, and lead with integrity.
The Findings: 14 Attributes of Great Police Leadership
Below are the traits the researchers found most consistently tied to effective leadership.
Authoritative (Not Authoritarian)
A strong police leader establishes clear norms, expectations, and limits while maintaining a positive climate built on communication and empathy. Unlike authoritarian leaders who rely on fear or rigid control, authoritative leaders earn respect by being fair, consistent, and approachable.
Example: A precinct commander responding to a chaotic neighborhood protest might calmly direct officers to maintain order and ensure safety, but afterward, they hold a debrief with their team to discuss what went well, what could be improved, and listen to officers’ concerns. With combining clear authority with openness and respect, they reinforce discipline while promoting trust and engagement.
Communicative
Effective police leaders don’t just give orders, they create a two-way flow of information. Communication should be clear, consistent, and open to feedback, allowing both leaders and subordinates to be heard. This not only improves decision-making but also fosters problem-solving and collaboration across the department
Example: A deputy chief hosting regular “coffee talks” with patrol officers, creating informal spaces for discussion. Allowing officers to share on-the-ground insights about crime patterns, which then influenced patrol strategies. By listening as much as speaking, the leader ensures decisions are informed, inclusive, and actionable.
Effective Decision-Making
Good police leaders make decisions that are deliberate, informed, and clearly communicated. They actively listen to their team, weigh evidence and perspectives, and maintain the autonomy to act decisively when needed. This approach builds trust, reduces resistance, and ensures decisions are practical and grounded in operational reality.
Example: A police chief planning a new patrol deployment pauses the rollout to meet with line officers and supervisors. With soliciting feedback about traffic patterns, community hotspots, and officer workload, the chief adjusts the plan to be more effective. This shows that thoughtful listening does not equal indecision. It leads to stronger, more widely supported outcomes.
Investigative
Effective police leaders make decisions based on facts, evidence, and careful analysis. They anticipate potential problems, assess risks, and use investigative tools to guide interventions. Strong analytical and intervention skills help leaders respond proactively rather than reactively, improving both department performance and community outcomes.
Example: A police commander reviewing use-of-force incidents notices a spike of use-of-force in a particular neighborhood. By analyzing reports, body-camera footage, and community complaints, the commander identifies patterns that suggest specific training gaps and staffing needs. They then implement targeted training and adjust patrol assignments, preventing future incidents and improving officer-community interactions.
Strategic
Strategic police leaders combine past experience with current intelligence to anticipate future challenges and opportunities. They plan ahead, consider long-term implications, and prepare the organization to respond effectively to evolving conditions, from staffing changes to shifts in public perception.
Example: A police chief noticing rising tensions in a community anticipates potential protests around a local policy change. Using historical data, community feedback, and intelligence reports, the chief reallocates officers, schedules proactive community engagement meetings, and ensures resources for rapid response. This forward-thinking approach prevents escalation and maintains public trust.
Innovative
Innovative police leaders are open to new ideas and technologies, fostering creativity and continuous improvement. They embrace change as a necessary part of reform and encourage their teams to experiment with evidence-based solutions to improve outcomes.
Example: A precinct commander piloting a community problem-solving initiative asks officers to propose new ways to reduce neighborhood burglaries. One team suggests partnering with local businesses to improve lighting and secure entry points. The commander supports the experiment, monitors results, and scales the program across other precincts after seeing a measurable drop in thefts. Through encouraging creative solutions, the leader drives meaningful change and builds a culture of innovation.
Legitimate
Authority in policing isn’t automatically granted. It’s earned through actions that align with the values, norms, and expectations of both the organization and the community. Leaders who demonstrate fairness, consistency, and integrity are perceived as legitimate and inspire trust.
Example: A police chief facing community concerns about traffic stops reviews department policies to ensure they are applied fairly across all neighborhoods. They publicly share the revised policies, train officers on consistent enforcement, and solicit feedback from community representatives. By aligning actions with shared values and norms, they reinforce their legitimacy both internally with officers and externally with the public.
Ethical
Ethical leadership is a cornerstone of police legitimacy. Leaders who act with integrity, fairness, and honesty (especially in areas like promotions, assignments, and discipline) set the standard for the entire organization. Ethical behavior fosters trust, satisfaction, and better performance among officers.
Example: A police captain is reviewing candidates for a specialized investigative unit. Rather than favoring longtime friends or high-ranking favorites, they evaluate all applicants based on clear, merit-based criteria and communicates the rationale for each decision to the team. Officers see that fairness and transparency guide leadership decisions, reinforcing a culture of integrity and accountability.
Trustworthy
Trustworthy leaders earn the confidence of both their officers and the community by being reliable, consistent, and transparent. When subordinates feel safe sharing information, even difficult or uncomfortable truths, they can work more effectively and collaboratively. Trust reinforces legitimacy and ethical behavior throughout the organization.
Example: A precinct commander notices tension between officers and a recent policy change. They hold open, confidential discussions with their team, actively listen to concerns, and follow up with clear actions to address the issues. Officers feel safe sharing honest feedback, which allows the commander to implement meaningful changes, strengthen community relations, and reinforce a culture of trust.
Supportive
Supportive leaders prioritize the well-being of their officers, which builds trust, engagement, and organizational cohesion. They show empathy, actively check in with their team, and take proactive steps to ensure safety and morale.
Example: After a particularly stressful series of domestic disturbance calls, a sergeant holds a short debrief and wellness check with the officers involved. They listen to concerns, provide resources for mental health support, and adjust upcoming shifts to prevent burnout. These small, proactive actions reassure officers that their leaders care about their well-being, increasing loyalty, engagement, and overall department performance.
Cooperative
Cooperative police leaders recognize that effective policing extends beyond their department. They build partnerships with community members, other agencies, and experts to expand problem-solving capacity and improve outcomes.
Example: A police captain partners with a researcher to study neighborhood crime trends and to develop a solution. They also engage community organizations to gather feedback on safety concerns. By combining academic research, community insights, and departmental resources, the captain develops a targeted program to reduce youth gang involvement. This collaborative approach strengthens relationships and produces more effective, sustainable results.
Role Model
Police leaders who act as role models inspire their teams through their behavior, not just their directives. Through demonstrating integrity, composure, and empathy, they motivate officers, foster group cohesion, and guide the department toward shared goals.
Example: A sergeant consistently responds calmly and professionally during high-stress calls, while also taking the time to acknowledge officers’ efforts afterward. Observing this behavior, junior officers adopt the same approach, improving team morale and reinforcing a culture where professionalism and empathy are expected and valued.
Emotionally Intelligent
Emotionally intelligent leaders recognize and manage their own emotions while understanding and anticipating the reactions of their team. This skill helps maintain composure, improves responsiveness to individual and team needs, and enhances overall organizational performance, especially during high-pressure situations.
Example: During a tense community protest, a precinct commander notices rising frustration among officers. They remain calm, acknowledge the stress the team is feeling, and adjust assignments to reduce fatigue while providing clear guidance. By modeling emotional regulation and responding to officers’ needs, the commander keeps the team focused, maintains morale, and ensures public interactions remain professional.
Resilient
Resilient leaders overcome adversity and recover from setbacks, using challenges as opportunities to learn and grow. This quality is essential in policing, where crises and unexpected events are inevitable. Leaders who demonstrate resilience set a powerful example for their teams, showing that obstacles can be managed without compromising professionalism or mission.
Example: After a high-profile operational failure that drew public criticism, a police chief conducts a thorough after-action review, identifies lessons learned, and implements corrective measures while maintaining team morale. Through handling the setback constructively and transparently, the chief reinforces a culture of resilience, encourages learning from mistakes, and models perseverance for the entire department.
Action Steps: How to Build (and Become) Better Leaders
Still with me after all 14 traits? Great! But don’t holster your attention just yet…the researchers identify NINE steps you can take to bring these traits to action. You got this, I believe in you!
1. Create a Shared Vision
Define a clear purpose for your team and connect each role to the department’s broader goals.
Example: Host briefings to explain the mission behind a new community policing initiative, showing how every officer contributes.
2. Engender Organizational Commitment
Empower officers with voice, responsibility, and feedback. Encourage ownership of outcomes.
Example: Ask officers for input on workflow or new reporting tools, incorporate their suggestions, and recognize contributions.
3. Care for Subordinates
Prioritize officer well-being, safety, and career development. Actively remove barriers to performance.
Example: Check in with officers after high-stress calls, provide resources for mental health support, and offer skill-building opportunities.
4. Drive and Manage Change
Lead reform proactively rather than reactively. Communicate reasons for change and guide adaptation.
Example: Introduce a new technology, like body-worn cameras, and provide hands-on training while soliciting feedback.
5. Solve Problems Collaboratively
Engage your team early in identifying and addressing challenges. Use collective insights to create practical solutions.
Example: When a crime spike occurs, bring patrol officers, detectives, and community liaisons together to brainstorm targeted interventions.
6. Use Data and Evidence
Base decisions on facts, analytics, and expert input, not hierarchy or intuition.
Example: Analyze trends in vehicle thefts with crime analysts, deploy targeted patrols, and track results.
7. Engage External Partners
Collaborate with researchers, community members, and government agencies to strengthen problem-solving and trust.
Example: Partner with a criminology researcher and local organizations to assess a traffic safety initiative. Integrate findings into actionable strategies, ensuring interventions are data-driven and community-supported.
8. Prepare for Leadership Adversities
Train your team to adapt under stress, setbacks, and crises. Build resilience proactively.
Example: Conduct scenario-based workshops simulating protests or accidents to practice decision-making, communication, and stress management.
9. Create Effective Action Plans
Anticipate problems and design structured, actionable plans to address them. Combine analysis, foresight, and collaboration.
Example: Predict holiday burglary surges, adjust patrol schedules, launch awareness campaigns, and monitor outcomes.
Across ranks: Executive leaders should focus on building partnerships and shaping organizational culture. Middle managers should emphasize support, communication, and operational execution. At every level, ethical behavior, trustworthiness, and adaptability remain foundational.
Final Thoughts: Leadership as Legacy
Great police leaders don’t just give orders. They shape the environment in which others can thrive. They notice when someone is struggling, celebrate small wins, and create opportunities for growth. Every choice they make, every conversation they have, sends a message about what kind of leader and what kind of department they want to be part of. Think for a moment. How do your actions inspire your team? How do you make room for others to step up, take initiative, and feel valued?
Leadership does not stop at the station doors. It is in the way you listen to your community, learn from research, and collaborate with partners to tackle challenges together. It is in showing calm in chaos, compassion in moments of tension, and vision when the path forward is not clear. Leadership is not a badge, a title, or a rank. It is the lasting impression you leave, the example you set, and the culture you help create. Every day you step out into the field, you are building that legacy.
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