Opinion: Philosophising police leadership

Philosophy is not about abstract theories confined to dusty books but a practical tool for handling moral grey zones of policing

By B Maria Kumar

It is commonly acknowledged that any vocation, not just policing, presents countless avenues for public service. Yet, I am inclined to think, not as a retired police officer but as a lay observer, that policing stands apart as a uniquely positioned profession, which calls for a kaleidoscope of perspectives to achieve the purpose while navigating complex challenges effectively.

At its core, a police officer’s mission is to ensure safety, a concept that extends far beyond protecting lives and properties. It encompasses fostering a society where order thrives, laws are upheld, and communities coexist harmoniously. However, this path is rarely straightforward. There are moments when the law falls silent and procedural norms blur, offering scant guidance for defusing a volatile situation or averting potential chaos. In those instances, police officers must lean on common sense, steered by a steadfast commitment to rationally shaped ethical and moral principles.

The diversity of human behaviour adds another layer of intricacy. No two individuals are alike, and their actions, whether driven by good or bad intent, emotional turbulence or crowd dynamics, require that police officers be well-versed not only in the evolving jurisprudence and the latest policing technologies but also in psychological nuances and forward-thinking logic.

The police officers also dive into the meticulous world of forensic investigations, probe the shadowy depths of cybercrime, collaborate on inter-agency enforcement efforts in tackling organised crimes and so on. Each day brings a new puzzle, a novel issue to address, whether it is calming an aggressive group, decongesting a dense traffic or unravelling a digital trail.

Overlooked Element

Nevertheless, amid this whirlwind of responsibilities, one element of policing stands out as both immensely rewarding and often overlooked and that is philosophy. To me, philosophy is the heartbeat of meaningful policing. It is not about abstract theories confined to dusty books but a practical tool for handling the moral grey zones of policing. When faced with dilemmas where the legal systems yield no definitive direction and artificial intelligence is poised to make decisions autonomously; philosophical reflection, rooted in ethics, moral conscience and reason, emerges as a source of perfect wisdom.

This aspect of policing, though not always emphasised during training or in day-to-day work, is worth considering as the most gratifying essence of any police professional’s enforcement career. It’s where police officers can find not just real achievement but deep satisfaction, knowing that their decisions, however small, contributed to a greater good.

When faced with dilemmas where the legal systems yield no definitive direction and AI is poised to make decisions autonomously; philosophical reflection, rooted in ethics, moral conscience and reason, emerges as a source of perfect wisdom

Just as individual differences are inherent in every person, they are also inevitably reflected in the behavioural tendencies of every police officer. Although police officers are groomed to function as uniformed force with standardised dress codes and charters of duties, their individual styles of executing these mandates vary noticeably, moulded by their characteristic personality traits and environmental influences.

On the other hand, even after years of training and experience, the intended results may not always be attained due to various factors such as personal mindset, external pressures or other unforeseen circumstances. Given that the crux of a uniformed service relies heavily on team effort, the success or failure of law enforcement and crime control measures largely depends on how capably or poorly the team leader manages the tasks, seizes the opportunities and solves the crises.

Consequently, within every unit of a police organisation, we observe a variety of leadership styles. For instance, deploying one particular officer might smoothly resolve a law and order situation, while detailing another could lead to a breakdown, potentially escalating into violence.

Across my career spanning more than three decades, I had the opportunity to work with a wide range of police leaders. Some have left a lasting positive impact on the department, earning remembrance from both the police community and society at large, while others have simply gone unnoticed.

Four Leadership Categories

Based on my analysis, I have found that most officers fall into four broad leadership categories, with some demonstrating a blend of these patterns in varied degrees.

• Philovictors:  Those who exhibit the first style of police leadership may be described as ‘Philovictors’ (those who love victory). They treat policing primarily as a pursuit of results and accolades, time and again at any cost. For them, humaneness is not as important as the so-called target fulfilment. They tend to sideline objective ethics and moral considerations in their quest for laurels. This approach evokes the ancient Greek ideals that glorified bravery and conquest.
• Philostatists:  Officers of the second type are ‘Philostatists’, who cling to the status quo, maintaining existing conditions in crime control, law enforcement, police administration and other related affairs. Even when the ground realities demand change, they avoid remedial initiatives.
• Philocharvakans:  Those who belong to the third category are ‘Philocharvakans’ (those who predominantly follow the hedonistic approach of ancient Indian philosopher Charvaka). These officers are primarily driven by the desire to enjoy power and perks of their position. For them, the deeper ideals of policing such as justice, service, sacrifice, etc, are less significant.
• Philosophers:  Finally, there are ‘Philosophers’, who strive for wisdom and apply it to uphold fairness, goodness, justice and serve the public good. They embody what Plato envisioned long ago that the ideal administrator should be a philosopher. They regard themselves as servants of the people in true sense, never letting their ranks or privileges cloud their judgment. With no craving for recognition or rewards, they remain grounded, guided solely by the goal of public satisfaction, regardless of on-record performance metrics or formal statistical data.

Most Exemplary
Among the four types, the fourth is deemed the most exemplary because nothing surpasses the value of delivering selfless, caring service to those who seek help from police stations in times of personal anguish. At the end, understanding this comprehensive outline may contribute key insights and lessons, benefiting the police organisation and society at large in crafting future actions aimed at enhancing quality policing.

(The author, a recipient of National Rajbhasha Gaurav and De Nobili awards, is a former DGP in Madhya Pradesh)