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<p>Police managers play key roles in shaping conditions for frontline personnel. Consequently, the support they perceive from their supervisors and the organizations they serve may affect their work engagement and organizational commitment. Using survey data from middle- and upper-level police leaders from local and state law enforcement agencies, we explore the direct and indirect effects of interactional justice (IJ), perceived organizational support (POS), and work-focused self-efficacy (SE) on managers’ work engagement (WE) and affective organizational commitment (OC). Using structural equation modeling, we examine the direct effects of IJ, POS, and SE on WE and OC. We test the mediating effects of POS and SE on the IJ–OC relationship, the mediating effect of SE on the POS–OC relationship, and the relationships between IJ and POS and SE. The results suggest significant direct effects of POS and SE on OC. The direct effects of IJ on OC are nonsignificant and appear to be mediated by POS and SE, while both POS and IJ have a significant positive relationship with SE. These findings contribute to the understanding of police leaders’ OC and the roles of IJ and SE in policing contexts.</p>

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Interactional Justice, Organizational Support, and Self-efficacy on Organizational Commitment and Work Engagement Among Police Managers

  • 期刊论文

  • 发表日期：

    2026年6月17日

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  • David R. White,
  • Joseph A. Schafer

摘要

Police managers play key roles in shaping conditions for frontline personnel. Consequently, the support they perceive from their supervisors and the organizations they serve may affect their work engagement and organizational commitment. Using survey data from middle- and upper-level police leaders from local and state law enforcement agencies, we explore the direct and indirect effects of interactional justice (IJ), perceived organizational support (POS), and work-focused self-efficacy (SE) on managers’ work engagement (WE) and affective organizational commitment (OC). Using structural equation modeling, we examine the direct effects of IJ, POS, and SE on WE and OC. We test the mediating effects of POS and SE on the IJ–OC relationship, the mediating effect of SE on the POS–OC relationship, and the relationships between IJ and POS and SE. The results suggest significant direct effects of POS and SE on OC. The direct effects of IJ on OC are nonsignificant and appear to be mediated by POS and SE, while both POS and IJ have a significant positive relationship with SE. These findings contribute to the understanding of police leaders’ OC and the roles of IJ and SE in policing contexts.