Police excessive force, unlawful stops and searches, false arrests, and other forms of misconduct remain significant issues in American law enforcement. Abuses of power by even a few police officers erode public trust, reduce the legitimacy of law enforcement, and expose individual officers and law enforcement agencies to criminal and civil liability. When misconduct occurs, inadequate police leadership and supervision are often cited as contributing causes. First-line supervisors have direct, positional authority to influence the behavior of officers they lead, yet little is known about what actions first-line supervisors are expected to take to prevent misconduct. Federal consent decrees have been a promising area of police reform knowledge for researchers and practitioners. While these documents enumerate dozens of police reform measures in multiple subject areas, the role of the first-line supervisor remains disparate and unclear, ultimately hampering the effectiveness of first-line supervisors in operationalizing the reforms prescribed by these documents. The aim of this study was to develop a conceptual model that enhances understanding of actions police first-line supervisors are expected to take to prevent officer misconduct. A qualitative content analysis of federal consent decrees led to the development of six themes and a conceptual model that describe expected first-line supervisor behavior. This paper contributes to the body of knowledge about police leadership in the context of misconduct prevention and consent decree reform. It proposes a conceptual model helpful to police practitioners seeking to better define the role of first-line supervisors in an unpredictable, complex work environment that leaves little room for error.

The simplicity of everyday living creates opportunities for leadership based on individually curated personal networks that have developed overtime through the act of living and personal experience. These networks are unique to individuals; however, when grouped, they share enough similarities with others in their proximal environment, thus, allowing for the formation of spontaneous self-organized groups, based on either a felt need, a shared history, a common goal, or combination of such. These leadership opportunities heed the call for action within their community because the felt need is proximal. This exploratory ethnographic case study investigates the nature of leadership within self-organized groups and how it differs from other forms of collective action. Participant interviews and observations were used to explore how individuals interpreted their roles in the group along with how they assessed and fulfilled a felt need within their community, and the different meanings of leadership in self-organized groups.