Advancing police use of force research and practice: urgent issues and prospects

Leading police scholars and practitioners were asked to reflect on the most urgent issues that need to be addressed on the topic of use of force. Four themes emerged from their contributions: use of force and de-escalation training needs to improve and be evaluated; new ways of conceptualizing use of force encounters and better use of force response models need to be developed; the inequitable application of force, and how to remediate biases, needs to be more fully understood; and misconceptions about police use of force need to be identified and corrected. The highlighted topics serve as an agenda for future research. Such research should provide greater insight into when, where, and why force is used by police officers, and how it can be applied appropriately. If implemented, the practical recommendations included in the contributions should have a positive impact on police performance, public trust and confidence in the police, and citizen and officer safety.     

Is Leadership in the Eye of the Beholder? A Study of Intended and Perceived Leadership Practices and Organizational Performance

Leadership is a matter of both intentions and perceptions, which do not necessarily always match. Because employees’ motivation and commitment are only affected by leadership if they notice it, employee‐perceived leadership is expected to have a stronger correlation with organizational performance than leader‐intended leadership. This expectation is tested for transformational and transactional leadership, as both types of practices are expected to increase performance. Using a sample of 1,621 teachers and 79 Danish high school principals, the authors find that leader‐intended and employee‐perceived transformational and transactional leadership are only weakly correlated and that only employee‐perceived leadership practices (both transformational and transactional) are significantly related to objectively measured school performance. The results show that it is important to distinguish between intended and perceived leadership and that leaders should be aware of how their practices are perceived.     

Explaining Explanations: How Legislators Explain their Policy Positions and How Citizens React

Legislators claim that how they explain their votes matters as much as or more than the roll calls themselves. However, few studies have systematically examined legislators’ explanations and citizen attitudes in response to these explanations. We theorize that legislators strategically tailor explanations to constituents in order to compensate for policy choices that are incongruent with constituent preferences, and to reinforce policy choices that are congruent. We conduct a within‐subjects field experiment using U.S. senators as subjects to test this hypothesis. We then conduct a between‐subjects survey experiment of ordinary people to see how they react to the explanatory strategies used by senators in the field experiment. We find that most senators tailor their explanations to their audiences, and that these tailored explanations are effective at currying support—especially among people who disagree with the legislators’ roll‐call positions.     

Information Aggregation and Optimal Structure of the Executive

We model two aspects of executives in parliamentary democracies: Decision‐making authority is assigned to individuals, and private information is aggregated through communication. When information is relevant to all policies and communication is private, all decisions should be centralized to a single politician. A government that holds cabinet meetings, where information is made available to all decision makers, outperforms one where communication is private: A multimember cabinet can be optimal; it need not be single peaked around the most moderate politician or ideologically connected. Centralization is nonmonotonic in the degree of ideological divergence. In a large cabinet, all power should be given to the most moderate politician. Even when uncertainty is policy specific and a single politician is informed on each policy, power should never be fully decentralized. Our model provides a justification for centralized authority and cabinet meetings that enhance the quality of policy.     

Xenophobic Rhetoric and Its Political Effects on Immigrants and Their Co‐Ethnics

Though political scientists generally understand the origins of native‐born reactions to foreigners, less is known about how anti‐immigrant contexts trigger a political response within immigrant groups. I address this question by studying the connection between xenophobic rhetoric and Latino politics. I claim that xenophobic rhetoric raises the salience of ethnic identity and impugns its worth. This identity threat leads high‐identifying group members to engage in political efforts that assert their group's positive value, whereas low identifiers shun political opportunities to bolster their group's devaluation. I test these claims with an experiment embedded in a nationally representative opinion survey of Latino adults. In light of xenophobic rhetoric, I find that relative to low identifiers, high‐identifying Latinos become less politically trusting, more ethnocentric, and increasingly supportive of policies that emphasize ingroup pride. These results clarify xenophobic rhetoric's role in amplifying the influence of ethnic identity on immigrant politics.     

Performance‐Related Pay and the Crowding Out of Motivation in the Public Sector: A Randomized Field Experiment

This article advances our understanding of the effects of monetary rewards on public employee performance and of the contingencies that may moderate these effects. In a randomized control‐group experiment with nurses working at a local health authority in Italy, performance‐related pay (PRP) had a larger effect on task performance when the rewards were kept secret than when they were disclosed. The negative interaction between PRP and visibility was stronger among participants who were exposed to direct contact with a beneficiary of their efforts, which heightened their perception of making a positive difference in other people's lives. These results are consistent with theoretical predictions that monetary incentives for activities with a prosocial impact may crowd out employee image motivation. There were no crowding‐out effects when a symbolic reward was substituted for the monetary incentive.