Perspectives Across Frontiers
Edited by Leo W.J.C. Huberts, Jeroen Maesschalk and Carole L. Jurkiewicz
Chapter 10: How to Encourage Ethical Behaviour: The Impact of Police Leadership on Police Officers Taking Gratuities
10. How to encourage ethical behavior: the impact of police leadership on police oﬃcers taking gratuities Terry Lamboo, Karin Lasthuizen and Leo W.J.C. Huberts INTRODUCTION The police are responsible for upholding the law and as a result are held to a high personal standard. Behavior that is condoned in citizens, business or other public oﬃces, can lead to scandal if committed by police oﬃcers (Elliston, 1985; Presidents Commission, 1967), such as the public’s reaction to police oﬃcers receiving and asking for gratuities. Gifts and discounts can be questionable or can appear to be questionable because they might inﬂuence the decisions of police oﬃcers. As a consequence, many police organizations formulated policies on gratuities in order to protect the integrity of police oﬃcers, their organization and their profession. The International Association of Chiefs of Police (1995), for example, took a zero tolerance stance towards gratuities. Her Majesty’s Inspectorate of Constabulary (HMIC, 1999), however, simply advised that police leadership in the United Kingdom should make clear under which conditions gifts or gratuities could be accepted. Little is yet known of the eﬀectiveness of eﬀorts of police associations, police forces and police management to inﬂuence the practice of taking gratuities. Empirical research on the Dutch situation can shed some light on this issue. Gratuities construed as examples of corruption are not unfamiliar occurrences to the Dutch police and contributed to a major scandal involving the Amsterdam police in the late 1970s (Van Laere...
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