Motive-Based Trust Theory In Policing

Leadership is another term requiring the setting of parameters and in particular it is important to simplify who we mean when we talk about police leaders. Good leadership is widely considered ultimate to high performance in such realms (Dobby et al., 2004; Boedker et al., 2001) and as such the need for good police leadership is greater than ever (Meaklim & Sims 2011). Murphy (2007) mentioned that first Nation police services funded by the First Nations Policing Program (FNPP) have a distinctive mandate and structure, and play a complex role in policing Aboriginal communities. They are also part of a larger Canadian policing environment – one that is evolving in ways that may have strong allegations for Aboriginal police services. Currently, Canadian policing is in a period of transition, due in large part to a global trend toward the

Tyler and Huo (2002) advocate that for powerful institutions such as the police, public trust is related to how the police use their authority to serve the best interest of those they are charged to serve and protect. Motive-based trust theory supports the concept that public trust of the police can be a prognosticator of public satisfaction with police. Burgmann (2013) strom et al. 's (1978) study of 1,159 police services in the U.S. corroborates Loveday 's interpretations. Their findings discredited the concept that minor police services make less proficient use of their employees than enormous services. Notwithstanding the titles that indicate management responsibilities (e.g. chief, associate chief, etc.), many police administrators, especially in minor police services are a regular part of the patrol force. Smaller police services have a lower portion of their officers assigned to administration and a higher proportion allocated to