A phenomenological study on the perceptions of work environment and organizational culture among local police precinct team leaders

This study explored the essential structure of the work environment and organizational culture as experienced by police team leaders in local precincts (jigudae) in Korea. Data were collected through an online focus group interview (FGI) with six lieutenants (gyeongwi) serving as team leaders nationwide. Using Giorgi’s phenomenological method, meaning units were identified, transformed into psychological language, and synthesized into essential structures. Four domains emerged. First, in work and evaluation, leaders faced imbalance between responsibility and compensation, unfair evaluations, and performancecentered practices. Second, in interpersonal relationships, generational value gaps, lack of trust, and personalization of negative incidents were reported. Third, in safety and welfare, leaders experienced risk exposure, suppressed reporting, long-term trauma effects, and unequal compensation. Fourth, in organizational culture, hierarchical structures, distorted rewards, inefficient external cooperation, and unethical practices under performance pressure were evident. These findings show that police team leaders bear unlimited responsibility with limited authority, within unfair systems and fragile welfare structures. The study highlights the need for organizational reform and psychosocial support for midlevel police managers from a social psychological perspective.