Masculinity Contest Cultures in Policing Organizations and Recommendations for Training Interventions

In the wake of the #BlackLivesMatter and #MeToo movements, police conduct has been increasingly scrutinized by the public, especially the use of excessive force, fatal shootings of unarmed civilians, and sexual harassment scandals within policing organizations. Through a review of the policing liter...

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Bibliographic Details
Published in:Journal of social issues 2018-09, Vol.74 (3), p.607-627
Main Authors: Rawski, Shannon L., Workman‐Stark, Angela L.
Format: Article
Language:English
Subjects:
Culture
Discrimination
Diversity training
Excessive force
Interactionism
Intervention
Law enforcement
Literature reviews
Litigation
Masculinity
Misconduct
Organization theory
Organizational culture
Organizational research
Police
Police brutality
Policing
Public officials
Public policy
Scandals
Sexual harassment
Social education
Strength
Stress
Training
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Summary:In the wake of the #BlackLivesMatter and #MeToo movements, police conduct has been increasingly scrutinized by the public, especially the use of excessive force, fatal shootings of unarmed civilians, and sexual harassment scandals within policing organizations. Through a review of the policing literature and data collected in a Canadian policing organization, we highlight how masculinity contest culture is related to police misconduct. All four masculinity contest culture dimensions can be observed in policing including: (1) “show no weakness,” (2) “strength and stamina,” (3) “put work first,” and (4) “dog‐eat‐dog.” Masculinity contest cultures lead to negative outcomes for both individual officers (e.g., harassment, discrimination, stress), policing organizations (e.g., lawsuits, turnover), and communities (e.g., officers’ use of excessive force). Training interventions are often suggested to prevent or remedy the negative effects of masculinity contest cultures in policing organizations. However, a review of the training literature suggests that training interventions are unlikely to be effective in contexts where organizational norms are at odds with the training content. Our analysis of police data, along with the literature review, conclude with a paradox—the very organizations that need training interventions the most (e.g., policing organizations that often promote and tolerate sexual harassment) are the least likely to benefit from those interventions. To address this paradox, we invoke the theory of social interactionism and reconceptualize training as an organizational sensegiving mechanism. This theoretical foundation offers new directions for future research on training in masculinity contest cultures and insights for practicing police administrators and public policy officials.
ISSN:0022-4537
1540-4560
DOI:10.1111/josi.12286