The challenge of bringing about substantial organizational change in policing extends beyond reform. Police chiefs are tasked with guiding their agencies through various dynamics, including shifts in political sentiments, economic fluctuations, law changes, technological advancements, evolving crime patterns, national security challenges, and varying public expectations.

In essence, organizations and their leaders must consistently refine their ability to adapt to ensure long-term success in delivering effective services and maintaining legitimacy. In this context, police leaders can better understand a complex phenomenon from those who have lived it because insights from real-life experiences can authentically inform others.

With this in mind, a recent research project explored 23 police leaders’ experiences with large-scale organizational change using exploratory semi-structured interviews. The sample included 19 police chiefs and 4 additional police leaders of varying ranks, each with an average of 29 years of experience. Interviewees were leaders of local police departments from across the United States, overseeing departments that ranged in size from fewer than 50 sworn personnel to several thousand personnel. Many had been chiefs at multiple agencies.

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