{'fraction_non_alphanumeric': 0.013227513227513227, 'fraction_numerical': 0.0, 'mean_word_length': 5.47008547008547, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
Competent Leadership in the Police

Introduction Police forces,like all organizations, need competent leaders. Organizations that intend to survive must demonstrate performance and value for money, and this is just as true for a police force as it is for a commercial business. Effective organizational performance requires competent leadership and a competent workforce. This article presents a model of competency for superintendents in a regional police force. The paper explains the techniques used to devise this model, and compares this model with the core competencies recommended by the Home Office. It is suggested that competency can represent the focus ofstrategic human resource initiatives to support the organization in achieving its mission.