by Andrew J. Winter, Ph.D., University of the Cumberlands
The law enforcement community today is riddled with both organizational struggles as well as external threats from the community making modern-day policing significantly difficult to navigate. Police officers are expected to respond to critical incidents and navigate traumatic calls daily in the performance of their duties. Traumatic events from mass shootings to exposure to death make law enforcement officers susceptible to mental health issues over the duration of a career. Cumulative traumatic interactions can impact the wellness of those who serve. A recent study suggested that 76% of police personnel have been exposed to critical incidents.1
Police officers experience one of the highest suicide rates of all professions and endure occupational stressors resulting in health issues surrounding depression and substance addictions. Police officers also suffer from an inability to separate from work when off-duty fostering issues at home. The demands of the job impact sleep patterns, cause burnout, and reduce precious time with family.2
Effective communication and listening will increase trust within the law enforcement organization and between team members. This will assist in creating a culture of mutual respect. Historically, law enforcement has led through autocratic leadership controlling followers through direct orders based on a stringent chain of command with no regard or minimal input from team members. This mimics a para-military leadership style based on this notion that position, or appointed authority allows for the leader to control the follower. This historically accepted autocratic leadership style in policing may not foster an approachable and trust relationship between leader and follower, which is more consistent with that of a true servant leader.3,4
Servant leadership is a relatively new concept circling the halls of the law enforcement profession.4 Greenleaf (2002) noted that while some leaders have leadership characteristics, they do not have the adeptness to lead. Law enforcement leadership needs to shift the mindset from personal gratification to the unfettered service of those they lead putting self-interest and ego aside.4 The true servant leader puts the needs of others first, helping those team members to excel. The result is a healthier, happier, and more independent subordinate.4
It is noteworthy to acknowledge that occupational stress can foster from daily policing function as well as from organizational induced stress. Internal bureaucracy, fanatical discipline policies, and a negative organizational climate will impact trust in leadership and hinder the health of subordinates.5 The existing law enforcement culture has created a sense of reluctance to address resiliency needs resulting from workplace stress. Resiliency programming sponsored and supported by law enforcement leadership has been shown to produce benefits for those personnel in need of assistance allowing them to thrive. Senior law enforcement leadership needs to recognize the occupational stressors impacting team members and then find ways to assist in stress mitigation. The result will be a healthier and more efficient team member.6
The current research was directed at 16 crime scene professionals using a qualitative phenomenological approach to reveal the lived experiences of these law enforcement professionals. The data was collected through semi-structured interviews with research questions specific to leadership, resiliency, occupational stressors, and coping mechanisms. The anonymity of participants is protected as required by the Institutional Review Board (IRB) at the University of the Cumberlands.6
It is important to note that not all law enforcement agencies require mandatory resiliency or even support a resiliency-based program. That said, it is pertinent to point out that over half of the study participants in this current research felt a lack of support from organizational leadership. The research revealed 56.25% of participants believe that:
- the agency is not proactive
- less than adequate training
- there is a lack of agency planning
- no interaction with senior leadership
- lack of promotional opportunities
- unrealistic deadlines
- lack of overall leadership6
This was partially confirmed in existing scholarly research noting that prejudiced promotions, unnecessary favoritism, agency politics, and overzealous discipline will lead to a mistrust in senior organizational leadership.7,8
These workplace stressors are not based on the nature of the work but originate from organizational behaviors and poor leadership. Senior leadership can assist in mitigating those stressors through effective and equitable supervision and proactive servant leadership.7,8 To improve the lives of team members, senior leadership must accept responsibility for being the genesis of intentional or unintentional organizational stressors. Embracing organizational stress mitigation strategies is essential to reduce chronic stressors among followers.9 This may contribute to and produce an improved and more dedicated work environment for team members.
The heart of any organization are the team members who dedicate their lives to accomplish the mission and vision of the organization. Regardless of senior leadership’s views or deployment of organized resiliency policies, senior leadership should reflect on and mitigate those stressors for which they have control over to improve the lives of followers. A more permanent solution to mitigate occupational stressors should include provisions for agency-based resiliency support; however, internal reflection and corrective action by senior law enforcement leadership to eliminate those organizational stressors for which they have control is possible.
Proper supervision and organizational leadership can reduce stress levels, depression, anxiety, and produce a happier and healthier team member.10,11 As John Maxwell stated, “The stronger the relationship between individuals, the more likely the follower will want to help the leader.”12
About the author
Andrew J. Winter, Ph.D. is currently a Sergeant at the Middlesex County Prosecutor’s Office supervising his agency’s Intelligence, Counterterrorism, and Bias Units. Dr. Winter has over 22 years of active law enforcement experience with over 18 years of collective experience in special victims, homicide, crime scene investigation and forensic ballistics. Dr. Winter has testified as an expert witness in forensic ballistics in New Jersey Superior Court and United States District Court in the Southern District of Manhattan. Dr. Winter holds a Ph.D. in Leadership/Criminal Justice from the University of the Cumberlands; Ed.S. in Education Leadership, Management, & Policy from Seton Hall University; M.S. in Homeland Security/Terrorism & Security Studies from Fairleigh Dickinson University; M.C.J. in Criminal Justice from Boston University; and a B.S. in Business Administration from Slippery Rock University of Pennsylvania.
References:
1. Cerel, J., Jones, B., Brown, M., Weisenhorn, D. A., & Patel, K. (2019). Suicide exposure in law enforcement officers. Suicide and Life-Threatening Behavior, 49(5), 1281-1289. https://doi.org/10.1111/sltb.12516
2. Pooley, G., & Turns, B. (2021). Supporting those holding the thin blue line: Using solution-focused brief therapy for law enforcement families. Contemporary Family Therapy, 44, 176-184. https://doi.org/10.1007/s10591-021-09575-9
3. Northouse, P. G. (2019). Leadership Northouse: Theory and practice (8th Ed.). Sage Publishing.
4. Greenleaf, R. K. (2002). Servant leadership. Paulist Press.
5.United States Department of Health and Human Services (2023). Practices to foster a culture of wellness and psychological health and well-being of law enforcement agency personnel. United States Department of Justice. https://www.justice.gov
6. Winter, A. (2024). A qualitative study of crime scene investigators and resiliency (Order No. 31632868). Available from ProQuest Dissertations & Theses Global. (3121263308). Retrieved from https://www.proquest.com/dissertations-theses/qualitative-study-crime-scene-investigators/docview/3121263308/se-2
7. Kula, S. (2017). Occupational stress, supervisor support, job satisfaction, and work-related burnout: Perceptions of Turkish National Police (TNP) members. Police Practice and Research, 18(2), 146-159. https://doi.org/10.1080/15614263.2016.1250630
8. Carlson-Johnson, O., Grant, H., & Lavery, C. F. (2020). Caring for the guardians – exploring needed directions and best practices for police resilience practice and research. Frontiers in Psychology, 11, 1-5. https://doi.org/10.3389/fpsyg.2020.01874
9. Stinchcomb, J. B. (2004). Searching for stress in all the wrong places: Combating chronic organizational stressors in policing. Police Practice and Research, 5(3), 259-277. https://doi.org/10.1080/156142604200227594
10. Maran, D. A., Magnavita, N., & Garbarino, S. (2022). Identifying organizational stressors that could be a source of discomfort in police officers: A thematic review. International Journal of Environmental Research and Public Health, 19, 1-12. https://doi.org/10.3390/ijerph19063720
11. Almazrouei, M. A., Morgan, R. M., & Dror, I. E. (2021). Stress and support in the workplace: The perspective of forensic examiners. Forensic Science International: Mind and Law, 2, 1-7. https://doi.org/10.1016/j.fsiml.2021.100059
12. Maxwell, J. C. (2007). The 21 irrefutable laws of leadership: Follow them and people will follow you (10th Ed.). Thomas Nelson.
Note: This article is not based on the opinions and/or views of the Middlesex County Prosecutor’s Office or any other form of state or county government. To minimize the issue of implicit bias no Middlesex County, New Jersey sworn personnel participated in this doctoral research.