This chapter explores Australian police leadership at senior and middle management levels using the theoretical framework of social capital. It opens with a discussion of the Australian policing landscape, exploring how agencies and their leaders navigate the complexity of their roles in the context of state and Commonwealth architecture. It moves on to discuss the components of social capital, how such capital is developed, how it might be enhanced, and how police leadership in Australia invests in, and draws down on, social capital to aid the system. Finally the implications of the advent of the Department of Home Affairs - a super-ministry bringing together Commonwealth law enforcement departments (but not state police) launched in mid-2018 are examined. The authors explore the implications of this shift for the interface between state and Commonwealth policing, the potential tensions likely to be created across the policing space and consider how Australian police leadership - and investments in social capital - will need to adapt to maximize positive outcomes.

Item Type:	Research Book Chapter
Keywords:	social capital, police, professional development
Research Division:	Education
Research Group:	Education systems
Research Field:	Professional education and training
Objective Division:	Law, Politics and Community Services
Objective Group:	Work and labour market
Objective Field:	Professions and professionalisation
UTAS Author:	Owen, C (Dr Christine Owen)
ID Code:	150714
Year Published:	2019
Deposited By:	Office of the School of Social Sciences
Deposited On:	2022-06-25
Last Modified:	2022-07-15
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