CJA1

necessarily possess the abilities to be good leaders and may not be able to adapt easily to situations that arise. Because of the way they obtained their positions, it may be more di�cult for them to lead others employed by the agency, since there are relationships already formed with the community and employees. In a study of police chiefs and sheri�s, LaFrance and Allen (2010) found that sher‐ i�s lived in the county they served for an average of 20 or more years longer than police chiefs, were more likely to have served in their current positions longer than police chiefs, and on average have worked for the agency they served for almost six times longer than police chiefs. Based on these �ndings, even though sheri�s are elected, they have obvious relationships with the community and the employees in the sheri�’s o�ce. These relationships may impact the ability to impose changes and lead the department.

In addition, employees in criminal justice agencies are not necessarily encouraged to think outside of the box, often because of constitutional and legal con�nes and training mandates. Therefore, imagination, creativity, and long-term innovation may not be qualities valued by the agency or used by those viewed as leaders. Thinking of the sheri�s mentioned previously, we are reminded of the old saying, “There’s a new sheri� in town,” but even with new administration, we may see very few changes occur in the policing organization and in the providing of services Finally leadership in criminal justice can be36% of sample

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Administration and Management in Criminal Justice: A Service…

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