Examining the Relationship Between Leaders' Self-efficacy and Their Conceptualizations of Effective Senior Leadership in the Calgary Police Service

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dc.contributor.advisorScott, Shelleyann
dc.contributor.advisorScott, Donald E.
dc.contributor.authorPozzobon, Tammy Ann
dc.contributor.committeememberBrandon, Jim
dc.contributor.committeememberWorkman-Stark, Angela L.
dc.contributor.committeememberMartin, Brittany Harker
dc.contributor.committeememberJacques, Fred
dc.date2019-11
dc.date.accessioned2019-09-26T15:29:27Z
dc.date.available2019-09-26T15:29:27Z
dc.date.issued2019-09-06
dc.description.abstractGiven the growing complexities of 21st-century policing, police leaders must exercise leadership that results in public safety and trust. This mixed methods study, following an explanatory sequential design, investigated the self-efficacy beliefs and the factors that have influenced the leader effectiveness of sworn and civilian senior police leaders in the Calgary Police Service (CPS). The conceptual framework for the study included leadership theory, social cognitive theory, mentorship, organizational culture, learning organizations, and organizational change. Of the 55 potential participants, 36 completed Phase 1, in which quantitative data were collected using a demographic survey, a leadership self-efficacy instrument, and a transformational leadership instrument. In Phase 2, 34 participants completed qualitative semistructured interviews. The data produced six overarching themes in relation to highly effective leadership: (1) learning to lead, (2) exemplary interpersonal skills, (3) values-centric leadership, (4) leader competency, (5) leader self-awareness, and (6) creating a positive work environment. They further identified several potential barriers to effective leadership: (a) strong personal relationships, (b) promotional and transfer processes in the CPS, (c) organizational structure, and (d) organizational culture. Based on the results, the Model for Enhanced Senior Leadership in Police Organizations was developed. It identifies the critical components required to create leader alignment, reduce the trust gap between senior leadership and operations, and increase senior leader effectiveness in police organizations.en_US
dc.identifier.citationPozzobon, T. A. (2019). Examining the Relationship Between Leaders' Self-efficacy and Their Conceptualizations of Effective Senior Leadership in the Calgary Police Service (Doctoral thesis, University of Calgary, Calgary, Canada). Retrieved from https://prism.ucalgary.ca.en_US
dc.identifier.doihttp://dx.doi.org/10.11575/PRISM/37135
dc.identifier.urihttp://hdl.handle.net/1880/111073
dc.language.isoengen_US
dc.publisher.facultyWerklund School of Educationen_US
dc.publisher.institutionUniversity of Calgaryen
dc.rightsUniversity of Calgary graduate students retain copyright ownership and moral rights for their thesis. You may use this material in any way that is permitted by the Copyright Act or through licensing that has been assigned to the document. For uses that are not allowable under copyright legislation or licensing, you are required to seek permission.en_US
dc.subjectpoliceen_US
dc.subjectleadership theoryen_US
dc.subjectsocial cognitive theoryen_US
dc.subjectself-efficacyen_US
dc.subjectorganizational cultureen_US
dc.subjectorganizational changeen_US
dc.subject.classificationEducation--Adult and Continuingen_US
dc.subject.classificationEducation--Social Sciencesen_US
dc.subject.classificationPublic Administrationen_US
dc.subject.classificationSociology--Organizationalen_US
dc.titleExamining the Relationship Between Leaders' Self-efficacy and Their Conceptualizations of Effective Senior Leadership in the Calgary Police Serviceen_US
dc.typedoctoral thesisen_US
thesis.degree.disciplineEducation Graduate Program – Educational Researchen_US
thesis.degree.grantorUniversity of Calgaryen_US
thesis.degree.nameDoctor of Education (EdD)en_US
ucalgary.item.requestcopytrueen_US
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