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Police Leadership in the Wake of Ferguson

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dc.contributor.author Chao, Jason
dc.date.accessioned 2021-02-02T23:57:30Z
dc.date.available 2021-02-02T23:57:30Z
dc.date.issued 2019-08
dc.identifier.uri http://hdl.handle.net/20.500.12087/70
dc.description A dissertation submitted in partial fulfillment of the requirements for the degree Doctor of Public Administration en_US
dc.description.abstract This exploratory study examined leadership approaches taught in leadership and management training programs attended by police managers and executives within the San Gabriel Valley. Specifically, Los Angeles Police Department’s Leadership Program (LAPDLP), Sherman Block Supervisory Leadership Institute (SBSLI), and Command College (management counseling and leadership development) curriculum were examined. The study sought to identify the leadership approaches identified by leaders to be most utilized when considering the Ferguson Effect. The conceptual framework for this study was attribution theory. This was a qualitative and exploratory study; the researcher utilized a phenomenological research design. In the researcher’s study, 11 participants were asked, during a semi-structured interview, 16 questions related to the participant’s leadership training and the phenomenon known as the Ferguson Effect. The population was select law enforcement executives and managers within the San Gabriel Valley. en_US
dc.language.iso en_US en_US
dc.subject Law Enforcement en_US
dc.subject Leadership en_US
dc.title Police Leadership in the Wake of Ferguson en_US
dc.type Thesis en_US


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