Re-valuing management work in leadership: The frontline supervisor perspective

Purpose

Leadership and management have typically been defined as separate and distinct activities. This study examined the everyday management and leadership practices of police sergeants and inspectors in one UK police constabulary. Findings reveal the prominence of management work in frontline supervision, combined with aspects of leadership. However, frontline supervisors describe themselves and their work in leadership terms. The authors argue, therefore, for a revaluing of management in frontline supervision to better reflect the everyday practices of frontline supervisors.

Design/methodology/approach

The study adopted a mixed-method approach, comprising an online self-administered survey and semi-structured interviews. The survey achieved 43 responses from sergeants and inspectors, and interviews were conducted with 10 police supervisors, recruited via purposive sampling and analysed using Braun and Clarke’s (2006) thematic analysis principles.

Findings

Frontline supervisors in the study defined themselves as leaders and described their work in leadership terms. However, the findings reveal that the activities performed by frontline supervisors were predominately management work, such as performance, resource management and welfare, combined with some aspects of leadership, such as change planning. Rather than conceptualising management and leadership as separate activities, the work of the frontline supervisors reveals, therefore, a blended practice of management/leadership.

Originality/value

Despite the prominence of management in their everyday work, frontline supervisors describe themselves and their work in leadership terms. The authors call for a revaluing of management work and reconceptualise the work of frontline supervisors as “managerial leadership” to better reflect management and leadership as equally valuable, interconnected and mutually dependent activities.