Is It Who You Know? A Qualitative Exploration of Informal Relationships in Policing

How police leaders provide development opportunities, promote, and recognize achievements have discernible effects on employees’ commitment and police culture, which can be damaged through negative perceptions. This qualitative case study of one Canadian police organization explores sworn police officers’ ( n = 17) understandings of informal relationships and its effects on officers and their organization. Semistructured interviews were conducted with officers who fell into two groups (leaders; n = 10 and nonleaders; n = 7), alongside four pre-interview orienting vignettes that identified potential scenarios related to informal relationships in policing. We found three primary themes: (1) rational reason—how officers perceive their organization to make fair decisions; (2) organization viewed as unsophisticated—the lack of appreciation for the strength of “weak ties” in career advancement processes; and (3) nepotism—the need for transparency about opportunities for all employees to develop. We conclude with practical organizational considerations.