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Continued from "Organizational Justice", on page 23

These elements—treating people with dignity and respect, giving them a voice, and being transparent in decision-making, and conveying trustworthy motives—are the basic elements of procedural justice, and they are extremely important to officers’ overall perceptions of organizational justice. While the survey responses from the NA sessions do not measure the attitudes of mid-level and top managers within the same departments, the results illustrate that as groups, mid-level leaders have significantly lower perceptions of organizational justice that those at the top of their organizations. This should be concerning, especially for command staff officers and department heads. Perceptions of organizational justice are linked to important outcomes that serve to improve officers’ interactions on street, particularly encouraging officers to be procedurally just with citizens. Leaders who foster a fair internal environment will find that their fairness not only increases their legitimacy as a leader, but it improves citizen trust, and in turn improves their agency’s legitimacy in the community. It is imperative that police leaders consider whether they are treating their employees in a way that fosters organizational justice. This might include using surveys or other research efforts to assess the views of those officers. In addition, leaders should consider whether their values and preferences align with the actions and behaviors of mid-level supervisors. If not, efforts to foster organizational justice (and, by extension, procedurally just policing) are likely to flounder. If leaders wish for their officers to police in a way that generates public trust, confidence, and support, they must first ensure that agencies operations treat officers in that same manner. Such efforts will not cure the current tension in police community relations, however they may serve as an important element in moving policing to a more cooperative and collaborative footing with the communities it serves. Notes: 1. Nix, J., & Wolfe, S.E. (2017). The impact of negative publicity on police self-legitimacy, Justice Quarterly , 34(1), 84-108. 2. Shjarback, J.A., Pyrooz, D.C., Wolfe, S.E., & Decker, S.H. (2017). De-policing and crime in the wake of Ferguson: Racialized changes in the quality and quantity of policing among Missouri police departments. Journal of Criminal Justice , 50, 42-52. 3. President’s Task Force on 21st Century Policing. 2015. Final Report of the President’s Task Force on 21st Century Policing . Washington, DC: Office of Community Oriented Policing Services, p. 14. 4. See, for example, Donner, C., Maskaly, J., Fridell, L. & Jennings, W.G. (2015). Policing and procedural justice: a state-of-the-art review. Policing: An International Journal of Strategies & Management , 38(1), 153-172 5. Trinker, R., Tyler, T.R., & Goff, P.A. (2016). Justice from within: The relations between procedurally just organizational climate and police organizational efficiency, endorsement of democratic policing, and officer well-being. Psychology, Public Policy, & Law , 22(2), 158-172. 6. Hass, N.E., Van Craen, M., Skogan, W.G., & Fleitas, D.M. (2015). Explaining officer compliance: The importance of procedural justice and trust inside a police organization. Criminology and Criminal Justice , 15(4), 442-463. 7. Wolfe, S.E., Rojek, J., Manjarrez, Jr., V.M. & Rojek, A. (2018). Why does organizational justice matter? Uncertainty management among law enforcement officers. Journal of Criminal Justice , 54, 20-29. 8. Kyle, M.J. & White, D.R. (2017). The impact of law enforcement officer perceptions of organizational justice on their attitudes regarding body-worn cameras. Journal of Crime & Justice , 40(1), 68-83.

9. Nix, J. & Wolfe, S.E. (2017). The impact of negative publicity on police self- legitimacy. Justice Quarterly , 34(1), 84-108.

10.Trojanowicz, R. (1980). The environment of the first-line police supervisor . Englewood Cliffs, NJ: Prentice-Hall.

positive difference in our communities and the world. We can be the change we want to see in others if we have the courage to do what most of us do every day and commit ourselves to being great servant leaders and passionate peacemakers. About the Author: Mr. Marieo Foster currently serves as the Chief of Police and Director of the Office of Public Safety and Emergency Management (OPSEM) for the University of the District of Columbia (UDC). In this role, Chief Foster has executive oversight for the law enforcement, public safety and emergency management functions for the entire university system. Prior to joining the UDC Police department, Chief Foster was the founding Chief of the Arlington National Cemetery Law Enforcement Division. In this role, he was responsible for building the agency, including, staffing, developing policies and procedures, serving as a critical voice on establishing the physical headquarters location, equipment and infrastructure, and building relationships with the surrounding community, including mutual aid agreements with partner law enforcement agencies. Chief Foster has over 28 years of law enforcement, security and antiterrorism/force protection experience in both government and industry, he has completed operational and management assignments all over the United States rising in rank and responsibility from patrol officer, ATF K9 handler, criminal investigator/federal agent and Chief of Police. Chief Foster holds a Bachelor’s Degree in the Administration of Criminal Justice from the University of Charleston, a Master of Arts degree in Public Safety and Law Enforcement Leadership from the University of Saint Thomas, is a graduate of the 271st Session of the FBI National Academy, is a course graduate of the Army’s Staff Management College, and is a graduate of both Basic Police and Criminal Investigator Training Programs at the Federal Law Enforcement Training Center, and the United States Army Military Police School. During his time as a United States Army Military Police Officer, Chief Foster served as a Tomb Guard at the Tomb of the Unknown Soldier in Arlington National Cemetery and was a member of the US Army’s elite Presidential Honor Guard unit, The United States Army Drill Team before being honorably discharged from active duty service. About the Authors: Joseph Schafer is a Associate Dean and Professor of Criminology & Criminal Justice at Saint Louis University. Dr. Michael Kyle is an Assistant Professor in the Department of Criminology and Criminal Justice at Missouri State University, former patrol sergeant at the Webster County, Missouri Sheriff’s Office, and operations commander at the Abilene, Kansas Police Department. His research focus is in the areas of police organizations and operations, police ethics, and police leadership and management. David R. White , Ph.D. is a Assistant Professor of Criminal Justice at Ferris State University, Big Rapids, MI. He was Assistant Chief of Police at Paducah Police Department (KY) before he retired in 2018. He is a graduate of the FBI NA #255. His research interests focus on police organizations, leadership, and ethics. Continued from "Cultural Difference", on page 13

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