Leading Through Change: An Exploration of Police Chiefs’ Leadership, Adaptation, and Community Engagement in Transitional Policing Environments
DOI:
https://doi.org/10.5281/zenodo.23319278Keywords:
police chiefs, transitional policing, adaptive leadership, community engagement, descriptive phenomenology, organizational changeAbstract
This study examined how police chiefs experienced leadership, institutional adaptation, and community engagement during policing transitions in Zamboanga Sibugay, Philippines. Using a descriptive phenomenological design, it included 16 municipal police chiefs or officers-in-charge selected through total enumeration from two provincial districts. Semi-structured interviews and field notes were analyzed through Colaizzi’s seven-step method with member checking. More than 200 meaning units yielded over 70 subthemes and 20 emergent themes. Chiefs described combining participatory, transformational, and discipline-oriented leadership while managing organizational turnover, compliance overload, political pressures, ethical dilemmas, information gaps, reform implementation, and community expectations. Enablers included local government and community partnerships, experience, resilience, judgment, and emotional regulation; constraints included political interference, limited resources, institutional inertia, and change fatigue. The findings support PROGRAM L.E.A.D. (Leadership Evolution, Adaptation, and Decentralization), integrating leadership development, modernized command culture, personnel support, and standardized turnover protocols. The study concludes that transition effectiveness depends on adaptive judgment and ethical command within supportive institutional structures, rather than on individual resilience alone. The results inform context-sensitive leadership preparation, institutional continuity, and accountable community policing.
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