“Prior to joining Qantas, Steve Jackson enjoyed a career with the Australian Federal Police spanning some 21 years during which time he played key command roles across a wide range of policing functions. Steve was the AFP’s operational commander for the Sydney 2000 Olympic Games and the AFP’s Field Commander during the joint AFP/Indonesian National Police investigation following the Bali bombings in 2002. Steve was awarded the Medal of the Order of Australia for his work in Indonesia. Between 1979 and 1982, Steve served as a Commissioned Officer in Royal Navy (UK). Steve Jackson has a long and distinguished history of service to his country. As he approaches the end of his working life, Steve is contemplating his legacy.” Vale Steve Jackson 1960-2018.
Source: Jackson, S. (2017). TEDxCanberra and available from this link (open access).
Dr Victoria Herrington, AIPM, gives the 45th James Smart Memorial Lecture at the Scottish International Policing Conference, December 2017.
Source: Scottish International Policing Conference, 2017 and available from YouTube via this link. Length: 40 mins, (open access).
In PEEL 2017 (our annual all-force assessment), leadership was assessed at a force level as part of the efficiency and legitimacy reports (published in autumn 2017), and effectiveness reports (to be published in spring 2018). This report pulls together the findings on leadership from these inspections, and provides a national overview. Leadership, both as a skill and as a way of thinking, is important at every level of policing; it does not only apply at the most senior levels. Through our inspections, we assessed how forces develop and show good leadership throughout policing, not just whether senior members of the workforce are good leaders.
Source: Her Majesty’s Inspectorate of Constabulary and Fire & Rescue Service (HMICFRS) and available from this link (open access).
“How can businesses take practical steps toward a culture of innovation in 2018? How far behind is Australia really in terms of cost competitiveness and what can be done to fix it? What has driven our energy crisis to date and is there any prospect of relief in the year ahead?”
Source: KPMG Australia and available from this link (open access).
“We discovered a striking finding: Sprinters don’t accelerate to the top by acquiring the perfect pedigree. They do it by making bold career moves over the course of their career that catapult them to the top. We found that three types of career catapults were most common among the sprinters. Ninety-seven percent of them undertook at least one of these catapult experiences and close to 50% had at least two. ”
Source: Lytkina Botelho, E., Rosenkoetter Powell, K., & Wong, N. (2018). Harvard Business Review digital article and available from this link (open access).
“In part, the police service sees the drive for professionalisation as assisting in providing an efficient and effective answer to the challenges ahead. Previous approaches to leadership styles, based upon hierarchy and rank, may not be the best approach for leaders in such a dynamic and professional organisation. The purpose of this paper is to argue for a debate and a rethink regarding the leadership styles employed by the police in their current role in the context of the influx of new graduate officers.”
Source: Martin, H. C., Rogers, C., Samuel, A. J., & Rowling, M. (2017). International Journal of Emergency Services, and available from this link (subscription journal).
“Imagine you were the person at BP headquarters in 2010 who got the first call: A drilling platform in the Gulf of Mexico had exploded and sunk, killing 11 workers—and allowing oil to leak into the ocean at a rate of 43 barrels a minute. What would you do? Which colleagues would you convene, and which of the myriad problems would you address first? Would you put out a press statement or a tweet or send a spokesperson to the scene? Would your focus be on managing the situation—or actually leading the company through it?” The author reviews a number of books on crisis leadership including one held by AIPM Library.
Source: McGinn, D. (2017). Harvard Business Review and available from this link (personal registration required).
“The purpose of this article is to shed light on agile as a management practice. To do this, I report on a detailed case study of the operations of ING bank in the Netherlands, which has adopted agile across its headquarters in Amsterdam. Though ING’s Dutch operations are less than three years into the process — and it’s therefore premature to declare the initiative a success — taking a deep dive into the organization’s early experience with adopting agile is nonetheless instructive.”
Source: Birkinshaw, J. (2018). MIT Sloan Management Review, and available on request from AIPM Library.
“In recent years, police leadership integrity and standards have been positioned as central to the professionalisation agenda of the police service England and Wales . The purpose of this paper is to explore the challenges for developing innovative, more people-oriented approaches to leadership in a command environment like the police.”
Source: Davis, C., & Bailey, D. (2017). International Journal of Emergency Services and available from this link (subscription journal).
“Quoc Vo from Thames Valley Police worked with Professor Jean Hartley from The Open University as a Senior Practitioner Fellow on the leadership to create public value research project. Quoc talks about the study of how police officers and staff, as well as public service partners and members of the public see the most important policing priorities and pioneering the use of Q-methodology.”
Source: Vo, Q. (2017). The Open University Business School YouTube Channel and available from this link (open access).