Providing an Empowerment Model for Police Training Commanders and Managers

Considering the undeniable role of police officers and police commanders in promoting and developing the manpower of this force, their empowerment with a systematic and scientific viewpoint becomes more and more important. For this purpose, the present study aims at achieving a comprehensive model with a comprehensive and systematic approach in the field of empowerment of police and police commanders and managers. The present study is exploratory and interpretive and has a deductive approach. A combination of qualitative and quantitative methods has been used. The statistical population of the study consisted of police commanders and educational managers. Sampling was done in both qualitative and quantitative sections using a judicious and purposeful sampling method. At qualitative stage 14, in the quantitative stage, 40 people were tested and 10 people were selected for interpretive structural modeling. After identifying the factors from the literature and finalizing them through interviewing the experts, the final list of factors was determined by questionnaire and binomial test. In the end, interactive structure modeling and Mick analysis were used to analyze the interactions between factors. 15 factors were identified as the main factors affecting the empowerment of police and police commanders. After analyzing structural modeling, factor interactions were achieved in six categories. Finally, by analyzing the factors, the factors were divided into four groups: autonomous, dependent, Linked and Independent. Based on research findings, focusing on factors that have a high impact on other factors can have a double impact on the empowerment of police and police training executives. In the meantime, the availability of adequate resources and the use of a reward system based on performance and motivational mechanisms have a great impact on empowerment that should be considered in management decisions and application of organizational policies.