Abstract
This study explored the phenomenon of Massachusetts police chiefs’ cognitive dissonance between how they want to lead and how they do lead within the structure of their organizations. Using a phenomenological approach, semi-structured telephonic interviews of nine active Massachusetts police chiefs were conducted, recorded, and transcribed. Dedoose was used to identify thirteen areas of thematic similarity, and multiple rounds of coding resulted in the emergence of three core themes: navigating complex political environments, adjusting leadership behaviors to fit dynamic environments, and balancing police culture with external influences. Chiefs ascribed the existence of the phenomenon to multiple factors including unique policing roles and responsibilities, a rigid organizational structure, the influence of union representatives and civil service requirements on organizational behavior, differing values between departments and their communities, influence from politicians who possess limited knowledge of policing, and internal organizational dynamics involving experienced and new officers. The integration of identified topic areas into new or existing leadership training programs is discussed, potential evaluation components are identified, and implications for leadership in public sector, rigid organization, and policing contexts are discussed and evaluated.