ABSTRACT
This chapter completes the book with a discussion of leadership and crime management. It begins with a brief overview of Adair’s action-centered model of leadership, and transactional and transformational leadership. These are explained as a continuum that leaders act within. The chapter also discusses the value in not just managing up, but also across and down, where good leaders seek to understand what motivates stakeholders in their own, and other, organizations. Issues of delegation and mentoring feature. A critique of Compstat also features in the second part of the chapter, prefacing a suggestion for a better model, based on the U.K. National Intelligence Model. A section on making change happen, includes avoiding being a policy weathervane, not killing all of the cubs, and avoiding innovation-killing phrases. The chapter concludes with some thoughts on being resilient, continuing to learn, and how leaders can make a contribution to the wider profession.
