This Master thesis was submitted to Copenhagen Business School as a final product of the Master of Public Governance Programme in May 2016. The thesis concerns the origin, the creation and the implementation of a leadership pipeline with-in the Danish Police. The main question of the thesis is: "What lessons can be drawn from the implementation and embedding of The Police Leadership Pipeline in The Executive Branch in 2013-2015?" With a phenomenological and hermeneutical approach, and drawing upon knowledge and experi-ence from multiple documentation, interviews and a very thorough survey amongst managers in all levels of the Executive Police Branch, a very broad and detailed empirical understanding has been gathered and analysed through inductive and deductive analysis. The main outcome of the thesis is that The Police Leadership Pipeline is based on a customized version of the “Public Leadership Pipeline”1, and that is was most likely chosen because of institu-tional isomorphism2 with the intent of strengthening the legitimacy of the Police. The implemen-tation process was analysed using a Kotter3 perspective, and while the national implementation process went quite well, the implementation process in the Executive Branch failed on all 8 steps of the Kotter change theory. Failure was mainly due to lack of local strategy, communication and follow up from the top management of the Executive Branch. This failed implementation process has resulted in the Police Leadership Pipeline only being used very scarcely at present time – and because of the lack of interest, communication and follow up from the top management, this leadership foundation will most likely remain unused and unimplemented in a uniform and struc-tured way in the Executive Branch - unless it is given a new birth with full buy-in from all levels of management. The empirical understanding of the thesis has also revealed that The Police Leadership Pipeline most likely has both been a success and a failure at the same time. In an outwards perspective it is a success as Police has strengthened its political and public legiti-macy by implementing a leadership strategy and thus demonstrated that it is an institution with modern and effective ways of conducting business. The top level management of the Police seems very content with the accomplishment, and so does the most important public governance body, “Agency for Modernisation”. In an inwards perspective it is a failure as the experience from the Executive Brach shows, that it is very scarcely used, and that most things around the leadership environment is as it used to be. A significant deal of managers does though feel that The Police Leadership Pipeline has given ad-ditional benefit and this may be interpreted as a kind of Hawthorne-effect. All in all the Executive Branch top management has moved on to new organisational change pro-jects without finalizing prior projects, and this adds to the general feeling in the Executive Branch, that The Police Leadership Pipeline – like many other change programs – has had its “15 minutes of fame”, and will soon be forgotten again.
|Uddannelser||Master i Offentlig Ledelse, (Masteruddannelse) Afsluttende afhandling|