Strategisk diversitet i dansk politi: Hvordan paradokset om meritokrati og bias influerer kønsdiversiteten

Abstract

Diversity in leadership improves management competency. Accordingly, diversity should be a dedicated strategic priority. Diversity is an advantage for any organisation as it provides an opportunity to prevent scandals and stimulate innovation, because diversity can block bias through multiple perspectives. Science indicates a correlation between gender diversity and diversity in general. For this reason, it is relevant to emphasise the importance of gender diversity, in addition to the fact that this demographic diversity is one of the most obvious ways to measure diversity. However, the Danish Police seem to lack diversity, as female representation in management positions within the Police only amounts to seven percent. This master’s thesis examines how the paradox of the meritocracy and certain bias within the managerial succession in the police explains the lack of gender diversity. Finally, different strategic implications are pointed out.
The study was predominantly carried out as interviews with eight separate respondents holding managerial positions of either acting superintendent, appointed superintendent, deputy chief superintendent or chief superintendent within different Danish police districts. The interviews were conducted as semi-structured interviews, to allow a thematic methodology without excluding an exploratory approach through active listening and follow up questions. The respondents are appearing under full anonymity and the quotes are non-traceable. This thesis positions itself within the field of social constructivism, and does not seek to generalise. On the contrary it aims for an in-depth analysis, with a view to contribute to a better understanding of the reasons behind the lack of gender diversity in management positions within the Danish Police.
This thesis presents, that there is not sufficient gender diversity in managerial positions within the Danish Police. The findings suggest that meritocracy as an idealism is not fully implemented nor supported. The respondents’ replies reveal this by on one hand describing the Danish Police as a meritocratic organisation, supporting promotion of the best officers but on the other acknowledge the antagonism of meritocracy by reporting promotion as pro forma and a product of networking. It appears that promotion into managerial positions within the Danish Police allows for significant contrast and similarity bias, which is likely to explain the lack of gender diversity. The strategic implications suggest the need for a revitalized program to ensure an increased awareness of bias when it comes to promoting superintendents.