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dc.contributor.authorMuller, Juanitaen_US
dc.contributor.authorMacLean, Rowenaen_US
dc.contributor.authorBiggs, Herberten_US
dc.date.accessioned2017-04-24T10:01:03Z
dc.date.available2017-04-24T10:01:03Z
dc.date.issued2009en_US
dc.date.modified2010-10-11T06:54:46Z
dc.identifier.issn10519815en_US
dc.identifier.doi10.3233/WOR-2009-0817en_AU
dc.identifier.urihttp://hdl.handle.net/10072/30586
dc.description.abstractAim: The aim of this study is to explore the implementation of an organisational level intervention, focussing on Supportive Leadership (SL), in an Australian police organisation from the perspective of supervisors and managers. Design: The impact of the intervention was explored using a qualitative methodology using semi-structured telephone interviews with 44 participants who had attended the Supportive Leadership Workshop, designed to improve awareness of good management practices. Data was subjected to thematic analysis using a social constructivist theoretical orientation. Findings: Findings showed that SL as a concept was generally accepted by a majority of participants and that they had integrated a number of SL strategies into their work practices. The participants also identified the importance of senior personnel role-modelling SL and the negative impact of non-role modelling. Research limitations and implications: The major limitation of the study was the non-random sample of voluntary participants. However, the nature of conducting applied studies in police organisations is inherently difficult due to confidentiality and their paramilitary nature. This study highlights the need for future studies in police leadership and occupational stress that directly explore issues from the perspective of the supervisors and managers. Practical implications: Interventions such as SL need support and role modelling from senior management to enhance their credibility. Original value: This paper reports on an applied intervention that received major support and funding within a police organisation. It is of value to other organizations considering similar interventions because it highlights issues that could be addressed to further enhance the programen_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_AU
dc.format.extent206803 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglishen_US
dc.language.isoen_AU
dc.publisherI O S Pressen_US
dc.publisher.placeNetherlandsen_US
dc.publisher.urihttp://iospress.metapress.com/openurl.asp?genre=journal&issn=1051-9815en_AU
dc.relation.ispartofstudentpublicationNen_AU
dc.relation.ispartofpagefrom69en_US
dc.relation.ispartofpageto79en_US
dc.relation.ispartofissue1en_US
dc.relation.ispartofjournalWorken_US
dc.relation.ispartofvolume32en_US
dc.rights.retentionYen_AU
dc.subject.fieldofresearchcode321299en_US
dc.titleThe impact of a supportive leadership program in a policing organisation from the participants' perspectiveen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.facultyGriffith Health, School of Applied Psychologyen_US
gro.rights.copyrightCopyright 2009 IOS Press. This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal website for access to the definitive, published version.en_AU
gro.date.issued2009
gro.hasfulltextFull Text


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