Technology Advancements within Law Enforcement

Sergeant Greg Jeardeau, Rochester Police Department

Corporal Andrew Babb, Fairhope Police Department

National Command and Staff College, Session #34, March 2026

CAPSTONE WINNER
 

Abstract

The profession of law enforcement is undergoing a profound technological transformation. This transformation has rapidly evolved over the past 15 years and is now advancing at an accelerated rate year after year. These changes are affecting almost every aspect of law enforcement, including, but not limited to, the officer uniform, patrol car, less-lethal weapons, paperless reporting, surveillance systems, and evidence collection. Multiple forces are driving change, including public demand for accountability, younger generations who thrive in a technological environment, and societal norms as technology advances across all professions. Technological advancements come with several positives but also pose multiple obstacles that must be overcome to succeed. These obstacles run much deeper than just accepting technology and budgeting. Police agencies are often rooted in institutional traditions where policies and procedures are built over generations. To be successful with change, agencies will depend on command staff who are transformational leaders to navigate this difficult process. This paper will examine the brief history of technology in law enforcement, advancements in modern-day policing, and possible changes in policing as technology continues to evolve.  

Introduction

            The job is still the same; however, the way we do the job is changing and will continue to change as technology advances. Some of our policing methods will change over time, especially when innovative approaches do not work as well as we expected. When that happens, we treat it as a learning opportunity and can return to previous practices if they prove more effective. The good news is that the profession of law enforcement has always been willing to change to some degree. This is partially due to meeting public demand while mirroring those needs with our own. Properly utilizing advanced technology can meet those demands. During this ever-changing cycle, it will challenge the up-and-coming leaders of law enforcement. Traditional police supervision by giving orders is evolving into leading through the acceptance and implementation of new technologies. 

            The need for a leader who can adapt to leadership subsystem “deep change” and use it to his advantage with positive discretion is more important than ever, and the evolution of this leader is just beginning. The adaptive leader will be of utmost importance in a progressive environment that continues to experience “deep change.”  Modern technology will change how the job is done, while affecting the performance of the officers who implement the change. Leadership in law enforcement comprises people management and development. The leader will need to understand their external and internal environments to understand what can both hurt and help. Leaders will need to learn to weigh the pros and cons of modern technology to ensure moral and ethical application.

            The goal of this project is to identify leadership roles in law enforcement with emerging technologies. The reason for the project is for leaders to understand the need for emerging technology while making strategic decisions, improving officers and community safety, and to avoid the risks associated with outdated systems. Leaders will have to learn how to navigate the environment of autonomy that technology provides to the officers. Leadership must provide guidance so that the technology used is done with professionalism, integrity, and a true moral compass. Technology creates a risk of breaching personal privacy, which can lead to public division. Technology can also place a financial strain on an agency’s budgets, leading to distrust within the department, affecting an already failing retention rate. Therefore, the new leader of law enforcement will be unlike any we have seen previously. They will be a steward of the law, a servant to the community, a servant to their subordinates, and a watch guard of the technology being implemented within their agencies.

History and Progression

Throughout history, the profession of law enforcement has been evolving and adjusting to the needs of the American public. Police officers have always operated on the shoulders of the men and women who served before them, and do so without reservation of life or limb, and do so with a servant’s heart. The police have always been willing to adapt to the needs of the public, and, because of that, we may be the most adaptable profession. Police are willing to try innovative technology if it means that it preserves the American people and the American way of life. A Magnus mindset allows us to examine ourselves and create better opportunities so we can learn more about ourselves. This mindset allows the profession to continue to improve for future generations (Hoina, 2017). 

            Police started with equipment, with nothing more than a whistle and a baton to assist them in making an arrest or providing citizen assistance. Police have always looked for advancements in weapons, mobility, and communication. This eventually developed into police carrying side arms for personal protection and for the protection of others in danger. The patrol car was born for faster response time and better maneuverability. The use of the phone became standard in the police station. From there, portable radios came into play, allowing police to stay mobile while being able to communicate. Although revolvers, landline phones, and early versions of patrol cars are antiquated by a long shot by today's standards, they led to the use of technology in the name of better service and improved public safety.

            Fast forward to today’s police officers, and the officer of the revolver would assume that the men and women of today are closer to robots than people. Their uniform consists of multiple pieces, including a protective vest, sewn on name plate, and a Velcro badge. Not to mention the amount of gear worn by the officer of today. The officers of today have more less-than-lethal options available to them than ever before. These weapon systems are continually improving as technology advances. Handheld radio technology has evolved to radios with miles of range and wireless microphones, allowing the officer to talk without physically handling their radio. The officer can shoot utilizing a semi-automatic handgun that holds 18 rounds of ammunition in one magazine. The officer can move in an SUV patrol car, and the amount of technology in the vehicle is more impressive than what the officer wears on his uniform. Both the patrol car and the officer have video camera systems that record all their encounters. Officers carry a taser that allows the officer to shoot 10 electrically charged darts that will incapacitate an offender for up to 5 seconds per charge, allowing the officer an option that preserves life during violent encounters.

            The officer of the past could not imagine the amount of technology that the officer of today requires to do the same job, and the officer of today will not be able to comprehend the officer of the future. Our hearts enable us to do this job, and technology gives us the edge to provide a better service for the people. However, it is important to remember that it takes buy-in to positively effect change. If you are going to change policy and practice, the leader should always have good reasons and ensure that the team is all on the same page (Tobia, 2017). To understand where we would like to go with technology, we must understand where we are today. This is a basic concept of team skills development. Once we know our starting point, as organizations we can plot our path forward.

Modern LEO Equipment (2010- present)

Technological Advancements in Less-than-Lethal Weapons

Even though the world is rapidly evolving, officers continue to show up day in and day out, willing to try new technology to assist them in the performance of their duties. There is a rise in complexity of crime, demand for a faster response, expectations of transparency and increased expectations of officers and community safety. This demonstrates the evidence of the underlying cause associated with law enforcement and advancements in technology. Although there are bad apples in every profession, most officers agree that they never want to have to use lethal force on another American citizen, and they pray that they never have to make that decision during an encounter. Management of a situation is both a moral obligation to keep people from harming themselves or others, as well as a business obligation (Harrington, 2017). It is the duty of a leader to understand what technology we are arming our men and women with to ensure risk management is maintained through proper training. The hope for safer communities and an intrinsic desire to end violent encounters while ensuring that all life is preserved requires police agencies around the country to adapt to new technologically advanced weapon systems that increase the pursuit for the preservation of life. 

The police officer of today has a multitude of less-than-lethal options available to them. Some have been around for a short amount of time, while others are the newest, latest, and greatest. On their person, the officer has a taser that allows them to incapacitate a subject for up to 5 seconds and can do so repeatedly if the darts remain in contact. Although the taser is not a particularly new weapon, taser technology has evolved. The newest taser comes armed with 10 electrically charged darts that allow the officer the ability to fire multiple rounds at multiple subjects (Axon Enterprise, Inc., 2023).

            Traditional pepper spray is still available, but the canisters have become smaller while the maximum effective range has drastically increased. Furthermore, pepper spray is now available in ammunition form and can be fired from a pistol, shotgun, or grenade launcher. Pepper balls irritate a subject and enable pain compliance when they make contact when fired. Pepper balls are effective in crowd control situations and with barricaded subjects. Some officers still carry a baton, but its use has lost popularity due to the optics of brutality when utilized. The batons used today are small, lightweight, and collapsible, allowing them to be easily stowed and kept on the officer’s uniform or belt. Some officers also have an arsenal available in their vehicles that might include taser darts or trip cords fired from a shotgun, foam/ rubber baton rounds that can be shot at close range from a 40mm grenade launcher, the bean bag shotgun, and smoke/ gas grenades that are fired from the 40mm grenade launcher. 

            It is common to find that most agencies have within their policies and procedures the requirement for officers to carry multiple means of less-than-lethal options on their uniform. Speaking from personal experience, the agency I work for requires no less than 2 means of lessthan-lethal options for each officer to have available. Our policy includes options for less-thanlethal options in patrol cars, such as 40mm grenade launchers that fire foam baton rounds as well as bean bag shotguns. These options have become available to reduce lethal encounters. Utilizing the technology available and applying it to the department is an example of a progressive law enforcement leader managing risk. Technology will only take you so far, human factors will be the driving force of whether the technology is successfully applied. Success or failure could be linked to training, stress and decision making during the use of advanced weapons.

Technology Advancements in Police Uniforms

            There have been major advancements in the material used to create police uniforms. Lighter-weight materials are now used to create more comfortable and effective uniforms. These advancements have improved the breathability of the material, which is important during a time when we are wearing more gear than ever before. These new materials also make it easier for the officer to maneuver while performing their duties. More recent advancements are developing clothing with lightweight technology that can be integrated into fabrics. This technology allows for options to measure officer vitals, detect chemicals that are encountered, and send emergency signals when the officer becomes incapacitated (Police1, 2025).

            The traditional picture of an American police officer is one that is thought of in a dark blue, green, or brown uniform. All are hard to see in low-light conditions, causing major safety concerns for officers. Although we are willing to adapt to change and utilize innovative technology, it is important to keep a sense of tradition. Innovative technology allows us to keep the “traditional” uniform while keeping us safe. Uniforms now have reflective material integrated into the fabric, allowing the officer to be more visible in low-light conditions.    One of the most important aspects, according to the officers and deputies themselves, is the use of lightweight gear on the duty belt and outer vests that are used as carriers for equipment. The semi-auto Glock weighs less than the Smith and Wesson revolver with triple the ammunition capacity. Handcuffs are made from carbon material used by NASA 20 years ago.

The taser is lightweight, and the radio is smaller with a broader range of communication.

Holsters that are used to carry this gear are made from plastic material that has a higher burn rating than leather and maintains its shape longer than rubber, while weighing far less. Officers can carry more equipment than ever, and the weight load is nearly the same as it was 20 years ago. Officers utilize outer vests that integrate MOLLE-style carrying capabilities, giving the officer the option to carry some of their gear on the vest rather than the belt. This assists with alleviating major health concerns that have plagued Law Enforcement professionals for ages. Studies show that 62% of all law enforcement officers suffer from low back pain, but only 9% of them had back problems before joining the force (Police1, 2025). Advancements in uniforms are not always received well by older generations in law enforcement. Understanding the need in advanced uniforms for officer safety requires situational and transformational leadership approaches. The situational leadership approach allows administration to adapt to the situation at hand where officers carry more equipment creating a need for updated uniforms. The transformational leadership approach allows administration to adapt to the needs of the followers, which empowers the followers. Higher emotional intelligence from the leader (who is not in the field performing the same functions) allows them to respond to the emotions of their subordinates. Advancing uniforms often make officers happy because it enables them with more comfort while doing an uncomfortable job. 

Technology Advancements in Patrol Cars

            The current patrol car is larger than ever. Most agencies utilize SUVs as the basic patrol vehicle, which are larger and contain more equipment than ever, while demonstrating the ability to maintain the same speed and maneuverability. Officers today carry extra equipment that allows them to stop high-speed pursuits, extra weapons like AR-15 rifles, which assist in deadly encounters or active shooters. The rifle is kept in the vehicle in a secure locking system that allows the officer quick and immediate access. Some officers specialize in certain fields but also conduct basic patrol functions. The larger vehicle allows the officer to keep that equipment with them rather than left at the station. Having the job equipment immediately accessible saves the department in time and manpower because the officer is allowed to stop conducting basic patrol functions and switch immediately to being the specialist that is needed during specific calls.        

            Some vehicles are also being produced as electric vehicles, which allows agencies to save copious amounts of money on fuel costs. The use of electric vehicles also encourages officers to update themselves on the use of modern technology. Police are also experimenting with the use of safer vehicles that can detect harmful chemicals in the air and automatically activate alarms and lock the doors during dangerous encounters. Miami-Dade Police are evaluating an unmanned vehicle that they call PUG, which is a self-driving unit with thermal imaging, 360° cameras, and deployable drones (Police1, 2025). This vehicle allows autonomy without the officer or leader.

Technology Advancements in Body Worn Cameras (BWC)

Body-worn cameras (BWC) began to emerge and become a standard in about 2015. BWC technology existed, and police departments had been examining the benefits and negatives of the technology before this time. The use of cameras rapidly gained traction amongst agencies as the public demanded transparency after several high-profile use-of-force incidents around the country. In a matter of years, these cameras became the norm and were just the beginning of technologies that would follow. 

            Historically, law enforcement has been seen as a noble profession where those who took the oath operated by honesty and integrity to serve and protect. Several high-profile use-of-force incidents in the early 2010s changed this forever. Hutchinson (2023) states, “Following the 2014 fatal shooting of Black teenager Michael Brown by a white police officer in Ferguson, Missouri, an episode that was not captured on video and prompted widespread protests, law enforcement agencies came under intense pressure to boost the use of body-worn cameras to increase police accountability.”  Eric Garner died during a struggle with the police in New York (2014), with video being captured via a cell phone. Tamir Rice, a 12-year-old, was killed in Cleveland, OH (2014) by police and captured on surveillance video, with no body camera footage. Freddy Gray died in police custody in Baltimore (2015) without body-worn camera footage. These cases led to riots and protests throughout the country. Body-worn camera technology existed, but it had not yet been widely adopted. These incidents eroded the long-standing trust previously associated with the police officer. The new norm in policing would now evolve around accountability and transparency tied to body-worn cameras. 

It is imperative for leaders to be aware of the different social media platforms. These platforms, like TikTok, Facebook, YouTube or Instagram can be used in a positive or negative light towards law enforcement. At times body-worn camera footage has been released to these platforms and have sparked public outrage, and at other times they have cleared officers who were wrongly accused. Beyond body-worn cameras, officers must be mindful that videos taken from cell phones can also be used on these same platforms and edited in a way that benefits those who wish to tarnish our profession. Leaders can also use some of this footage for training value and lessons learned.

Police departments were aware of body-worn camera technology but were reluctant to adapt. Many officers and their unions were opposed to wearing body-worn cameras. It felt like an attack on their integrity, and officers did not want to have their daily lives recorded. Ultimately, public demand won out, and body-worn cameras became the norm. The demand for transparency and accountability reached a level that police departments could no longer ignore.

            Technology existed, and it was time for the change to take place. Dees (2024) states, “In 2016, about 48% of local police departments and 46% of sheriff’s offices deployed BWCs with their officers and deputies. By 2023, 82% of 142 agencies responding to a PERF survey said they had at least one BWC in the field. 100% of police agencies serving one million or more people are using BWCs.”  This change was not accomplished by public demand alone. The direction that was coming was a drastic change in policing culture, which was unpopular. This organizational change required leadership to influence and guide their subordinates through their new reality. Normore (2019) stated, “It is not a trait or a characteristic that resides in the leaders, but rather a transactional event that occurs between the leader and the followers.”  The addition of body cameras to departments was a dramatic organizational change. To create this change, organizational leadership had to create an implementation plan. Some of the impact would be predictable, but not all. Leadership could eliminate or at least reduce some of the perceived negative impacts by proactively planning for the change. Harrington (2019) states, “The right people need to be rallied as well as the right communication strategies to provide the momentum for the plan.” 

            Departments adapted to body-worn camera technology. There were positives and negatives to the innovative technology noted immediately. One immediate positive outcome was that incidents were now captured on camera, which satisfied the public’s expectations to improve transparency. A negative result was that an officer’s integrity and inherent honesty were now called into question if an incident was not captured on camera (Koen and Mathna, 2019). A new reality began to surface that if it was not caught on camera, it did not exist. Officers quickly realized they were now living in a new environment. 

            On the positive side, for years, officers had been surrounded by the public with cameras filming them. With body cameras becoming increasingly prevalent, citizens' feeling the need to film an incident now began to fade as the public realized officers were already recording everything. It also created a sense of officers being a better version of themselves. I was always a proponent of having a camera on me (Sgt. Jeardeau) if possible, as I had nothing to hide. I knew other officers who were initially reluctant but eventually admitted that wearing a camera made them better officers. They were not necessarily doing anything wrong; it just forced them to act more professionally. This new technology allowed an accountability check on our professional culture.

            Additional benefits to follow included a dramatic drop in citizen complaints. Previously, anyone could call and make a complaint, which was immediately one’s word versus another's. These led to internal affairs investigations into officers, adding stress to an already stressful profession. The implementation of body cameras drastically reduced the number of complaints. One study found that implementing body-worn cameras led to a 93% drop in complaints (Ariel et al., 2016). Additionally, there was the advantage of evidence collection and the reality of what occurred. Gone were the days of the individual showing up to court in a suit and tie, attempting to discredit the officer's narrative of how the suspect acted during the police encounter.

            A huge obstacle to the introduction of body-worn cameras to police agencies was the price tag. Purchasing this number of body cameras was a high-dollar number for many departments, which had not been budgeted for but was now demanded. In addition to the cost was the enormous amount of data storage required. Body-worn camera technology also required policy changes, training, body camera audits, and the challenges of public record requests. These obstacles were addressed one at a time, and agencies found ways to overcome each obstacle and adapt to the recent technology. Given the level of public outcry, affordability was assisted by government grants for smaller agencies. This is an example of how technological advances will affect functions in policing in different ways, based on department size and budget.

            Body-worn cameras were just the tip of the iceberg of technological changes in policing during the modern era. Agencies were quickly facing the reality that they must adapt to emerging technologies. Not only did the high-profile use of force cases affect the demand for transparency, but these cases also led to a staff shortage in policing law enforcement. Agencies had to become more efficient and learn how to do more with less. Leveraging recent technologies could save tremendous hours of officer time, in essence, helping to fill the gap. Moulton and Stainbrook (2025) state, “Technology offers scalable, cost-effective solutions to enhance public safety without requiring additional personnel.”    

            In addition to the efficiency of evidence gathering provided by body-worn cameras, there was also a digital transformation in policing, beginning to take off throughout the country. Agencies were starting to move away from handwritten reports, citations, accident reports, and informational data forms. This transformation was leading to faster report completion and submission. The information could be electronically sent to a supervisor for review and approval. These savings were amplified on larger calls involving multiple officers. Gone were the days of everyone having to get together to review each other’s handwritten reports for final review before case submission. This saved tremendous amounts of officer drive-time away from their respective patrol areas. Online accident reporting, electronic citations, and electronic follow-up reports improved efficiency.

Technology Advancements in Evidence Collection.

            Additional technology was also emerging to improve evidence management systems. I (Sgt. Jeardeau) reflect on the last 24 years in law enforcement. I started my career documenting everything on paper, including notebook notes. Photo evidence collection was captured with a Polaroid camera. Photos were placed on the dashboard with the defrost on high to assist with the development of the picture. This was if you were lucky enough to get them there without rain getting on them and ruining the pictures. 

            Since then, technology has led to digital cameras, which allowed multiple photos to be taken, allowing the officer to choose the best photos. The camera held the evidence, which could be plugged in and downloaded to a computer where the pictures were sorted, labeled, and individually downloaded to a disk. The disk was then placed into evidence. As fast as that technology came in, it was gone in a matter of years as we began using body cameras and cell phones for photographing evidence. Advancements in technology allowed for automatic linking and transferring evidence. No more downloading, creating files, or making trips to the evidence room. Tremendous amounts of officer time were saved while producing high-quality digital evidence in a fraction of the time it used to take.

            The world of policing had changed and would continue to change. Officers and the public found other ways to leverage the technology. Within a few years, officers discovered how effective leveraging technology could be in improving policing. Combine this with the up-andcoming younger generations, who were driven by technology, and the expansion continued. We were quickly changing long-standing traditional policing methods for more modern, effective processes. 

            A great example of this is warrant approvals. Traditionally, getting a search warrant was a drawn-out process of writing a warrant application, which required approval by a judge and a signature in person. This process could take hours. Within a year, this process evolved into online templates, which are emailed to a judge for signature and can be completed in under an hour, from start to approval. This alone has created a faster turnaround time, reduced paperwork, and travel time, while creating a clear audit trail.

The Future of Technology in Law Enforcement

            The future of technology in law enforcement is coming; the question is, will we be ready for it and able to adapt to it? As leaders, we must prepare for this change now. We have younger generations coming up who are knowledgeable, excited, and capable of managing these changes, which will be foreign to some older generations. It is our responsibility to prepare for the changes as they are unknown, but we can prepare for the fact that law enforcement will rapidly evolve regarding technology. 

            We must look ahead and anticipate not just the benefits but the obstacles we will undoubtedly face. Organizational leaders need to prepare to accept ideas that might seem foreign to them and support the officers who have the enthusiasm to create new programs. We will need to be prepared to obtain funding and provide the necessary time for training. Expansion into new realms will require policy and oversight as we continue to venture into evolving areas of search and seizure. Oversight and transparency will undoubtedly be at the forefront of the public. To educate the public, consideration should be given to creating community engagement events regarding technology to keep the public informed of the benefits and safeguards. We know technology is going to change and evolve, so we must not be surprised when it does and arrives at the front door of our agencies.

            We can already see some of what is on the cusp of technology. Artificial intelligence and predictive analytics already exist and are rapidly improving. Companies are creating databases that communicate with each other to expand the scope of intelligence. Analytics are being used to optimize resources and guide patrols. Cities are starting to create a myriad of connected camera systems. Not only camera systems within a city, but also with capabilities to pull video from commercial and private residences to create a giant integrated network. Additionally, automated license plate readers are being placed in cities, creating real-time alerts to vehicles. 

            Drones have become popular in recent years. In a matter of a few years, this technology has taken off. In Rochester, MN, they have installed rooftop drones that launch with police calls, giving an immediate aerial view. The drone has a direct flight path and can give realtime updates to officers on the ground while still responding. The drone operator describes the scene before arrival, follows fleeing suspects, and sees into open windows from above. This drone technology has also been used to follow vehicles, find missing people, and track fleeing people using heat signatures. This is done from the comfort of an office. Utilizing the technology has increased safety for both officers and citizens. 

            Public trust was built through transparency. The department held community forums to explain how drones are used and the safeguards that exist. Local media coverage was utilized to help residents understand the program’s purpose and benefits. The Rochester Police Department transformed the drone-first-responder model from concept to reality by aligning leadership, empowering officers with technical expertise, creating innovative funding, and implementing proactive community outreach. 

            The Rochester Police Department's drone program required a lot of work to make a reality. It is an example of how to implement a technology project for an agency. The program combined the strengths of leadership, expertise, creative funding, and intentional community engagement. A captain provided organizational momentum, using his positional authority to get the program approved. His leadership was matched by an officer whose technical knowledge and personal drive turned the idea into a reality. The officer researched equipment, developed procedures, and ensured compliance with FAA requirements. Funding was obtained through a partnership with the Mayo Clinic, which is known for innovation and shares the department's vision for the advantages this program could bring to the community. This is a clear example of the significance of leadership for developing a technological advance program in the police department. Both the captain and the officer demonstrated how agents of change can step up and lead. The captain demonstrated leadership theory through his ability to utilize practices in servant, authentic, adaptive, and credible leadership traits to build a program that could create a legacy. This captain looks to the future, understanding the advantages of generational differences and the importance of succession planning by identifying and mentoring future leaders.         The organizational subsystem of succession planning is vital to the organization’s future, as it enables the continuation of institutional knowledge, procedures, and processes. The continued success of an organization depends on a leader’s ability to identify future leaders.

These future leaders will need to be developed, mentored, and trained to be successful. Scott (2017) states, “One of the greatest challenges facing many law enforcement agencies in the 21^st century. That challenge is succession planning.”  Succession planning is vital to the organization’s future, as it enables the continuation of institutional knowledge, procedures, and processes. The continued success of an organization depends on a leader’s ability to identify future leaders. These future leaders will need to be developed, mentored, and trained to be successful. 

            The limits of technology are endless. Twenty years ago, most would not have imagined what we are using today in law enforcement. Twenty years from now will likely produce the same unimagined results. Is it possible that biometrics, gait recognition, voice analysis, holograms, or retinal scans could be the new norm? Whatever the future holds, we need to prepare now and learn to adapt or risk being left behind. 

Conclusion

            As the leaders of the law enforcement professionals of today, it is important to remember where we came from and maintain an open mind towards the future of policing. We can proudly say that we have always attempted to maintain a standard of being at the top of the list for consumers of advanced technology. The use of drones and body-worn cameras allows us to have better information and faster response times. The use of new uniforms allows police officers the ability to stay cool and move more easily during stressful encounters. The new patrol car keeps officers safer and improves their ability to carry more equipment. This allows officers to improve functionality, all in the name of better-quality service to the public.

            As the leaders of the protectors, we must be vigilant about what helps us and what hinders us. We can try new things, as we always have, to evaluate whether some of the technology is useful. If we lead the officers and they lead the community, then we vicariously lead the community. When there is no clarity in the mission or vision statement, everyone gets their own idea, and it leads to the breakdown of the organization (Long, 2017). Making our mission statement intentional, leaders have no choice but to be at the tip of the spear when introducing new technology to our departments. Utilizing versatility skills like leading environmental scanning, recognizing organizational stages of development, and assessing roles and roles shifting into appropriate tasks will be a few of the skills needed in implementing innovative technology. 

References

• Ariel, B., Sutherland, A., Henstock, D., Young, J., Drover, P., Sykes, J., Megicks, S., & Henderson, R. (2016). Wearing body cameras increases assaults against officers and        does not reduce police use of force: Results from a global multi-site experiment. University of Cambridge Institute of Criminology. https://www.cam.ac.uk/research/news/body-worn-cameras-associated-with-93-dropin-complaints-against-police.
• Axon Enterprises, Inc. (2023, January 24). Axon unveils TASER 10. https://www.prnewswire.com/news-releases/axon-inviels-taser-10. 
• Dees, T. (2024, August 17). Body-worn cameras a decade later: What we know. Police1. https://www.police1.com/police-products/body-cameras/body-worn-cameras-a decade-later-what-we-know?
• Harrington, R. (2017). Progressive law enforcement leader effectively managing department risks. Module 7, Learning Area 4. National Command & Staff College.
• Harrington, R. (2019). The organizational battle plan. Module 8, Learning Area 4. National Command and Staff College.
• Hoina, C. (2017). Virtues of magnanimous officers. Learning Area 1, Module 1. Command and Staff College.
• Hutchinson, B. (2023, March 5). Recent high-profile deaths put police body cameras under new scrutiny. ABC News. https://abcnews.com/US/recent-high-profile-deaths-put-police-       body-cameras/story?id=96848683
• Koen, Marthinus & Mathna, Brooke (2019). Body-worn-cameras and internal accountability at  a police agency. American Journal of Qualitative Research, 3(2), 1-22.
• Long, L. (2017). Making vision statements intentional. Module 12, Learning Area 3. National Command & Staff College.
• Moulton, M., & Stainbrook, M. (2025, August 27). Enhancing public safety through technology adoption: A call to action for police leaders. Police Chief Online.
• Normore, A.H. (2019). Approaches to leadership. Module 2, Learning Area 1. National Command and Staff College.
• Police1. (2025, February). 5 innovations transforming law enforcement uniforms.https://www.police1.com/5-innovations-transforming-law-enforcement-uniforms
• Scott, W. (2017). Succession planning in law enforcement: building leadership continuity.  Module 5. Learning Area 4. National Command and Staff College.
• Tobia, M. (2017). Leadership and change. Module 8, Learning Area 1. Command & Staff 
• College.

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Holistic Wellness for Law Enforcement: Benefits of Brazilian Jiu Jitsu

Sheriff James Quattrone, Chautauqua County Sheriff’s Office 

Sgt. Tucker Stokes, Opelika Police Department

National Command and Staff College, Session #34, March, 2026

Abstract

There has been an increase in awareness for the need of holistic wellness programs in Law Enforcement agencies across the United States. There has been an increase in the number of agencies initiating and supporting wellness programs, initiatives that are being encouraged not only by officers but also as a result of state and national recommendations. When comparing law enforcement to the general public law enforcement are at higher risk of negative physical and mental health outcomes. Law Enforcement officers are at high risk of cardio vascular disease, injuries and illness, stress, depression, anxiety, obesity, and sleep disorders. Another hazard of the profession is the number of traumatic events (cumulative career stress) an officer faces in their careers that can lead to increased potential for Post-Traumatic Stress. When examining the higher incidence of health issues, physical and mental, it highlights the importance of having a well-supported and accessible wellness program. This paper will look at the benefits of Brazilian Jiu-Jitsu and how BJJ can be a tool to improve psychophysiological, cognitive, and social benefits. This paper will advocate for a leader informed and driven wellness model to improve officer performance, reduce occupational stress and strengthen community trust.

Introduction: The Mental and Physical Health Crisis Facing Modern Law Enforcement

Law Enforcement officers are often placed in high stress situations that impacts their overall well-being. Law enforcement officers are significantly more likely to experience mental health issues than the general population, studies have revealed that approximately 30% report symptoms consistent with PTSD and nearly 20% experience depression (Violanti et al., 2017). The cumulative career stress of traumatic events and the stressors of everyday policing can lead to debilitating conditions such as anxiety, depression, and other severe stress reaction. Law Enforcement officers go through many more traumatic events than the general population. The general population may encounter 5-6 traumatic events in a lifetime as compared to hundreds that law enforcement go through – studies have shown an average of 118 in a lifetime up to 800

(International Association of Chiefs of Police, 2019; Rhoades, 2026).

In addition to the mental health challenges there are physical health issues that can develop. Officers face difficult and demanding schedules that can be long and irregular that interfere with fitness routines and overall health. The physical requirements of police work suggest the importance of maintaining a healthy weight status, recent research suggests that nearly 41% of officers are obese as compared to 36% of the general population and experience higher rates of cardio vascular disease compared to other professions (Can & Hendy, 2014). All too often there is a poor work-life balance that leads to a cycle of declining health that can be difficult to break. 

Given the many challenges faced by law enforcement personnel, a holistic wellness plan that incorporates the 11 Rings of MAGNUS OVEA (Javidi and Ellis, 2025) is strong starting point to maintain officer wellness. The 11 Rings – relationship development, family dynamics, spiritual being, social connections, mental toughness, emotional factors, physical health, resilience fitness, financial stability, occupational fulfillment, and leadership capacities—provide a comprehensive framework for promoting overall well-being among officers. This framework of wellness, if utilized, can lead to improved performance at work and in an officer’s personal

life.

Importance of the 11 Rings of Human Performance

            Living a well balance and healthy life can be the difference between life and death. Sadly, all too many officers don’t take the initiative or time to maintain a healthy lifestyle. As an officer strives to improve their health in all eleven areas mentioned below their physical, mental, and social health will see improvement. With more officers striving for improvement in these areas we will also see a decrease in the number of deaths as a result of health-related issues, including Post Traumatic Stress. Ultimately, the average life expectancy of officers will increase and the incidences of death by suicide and heart disease will decrease. Javidi and Ellis (2025, para. 5-9) define the 11 rings as:

1.     Relationship Development: Building strong, trustworthy bonds with others. This goes beyond just being connected but having sincere relationships in which you are present in conversations and others lives. 

2.     Family Dynamics: Strengthening the people who support you at home. The ability to adapt, recover, grow stronger in the face of stress, change or adversity. Prioritizing your family is vital to your success. 

3.     Spiritual Being: Tapping into a deeper sense of purpose and meaning. Encouraging officers to explore their values and beliefs can contribute to a greater sense of purpose and fulfillment. This ring can include practices such as mindfulness, meditation, or community service, providing officers with tools to navigate the emotional demands of their roles.

4.     Social Connections: Staying grounded in your community and tribe. Building strong relationships within the department and the community is essential for effective policing. Initiatives that promote teamwork, camaraderie, and community engagement can enhance social connections and support networks, which are crucial for overall wellness.

5.     Mental Toughness: Staying sharp, focused, and clear headed when it matters most. Encouraging ongoing education and skill development can help officers stay engaged and fulfill their potential. Workshops, training sessions, and opportunities for professional development not only enhance job performance but also contribute to a sense of purpose.

6.     Emotional Factors: Recognizing and regulating emotions to stay in control. Officers often encounter traumatic situations that can lead to emotional distress. Providing access to mental health resources, including counseling and peer support programs, is crucial for fostering emotional resilience and enabling officers to cope with the pressures of their work.

7.     Physical Health: Prioritizing rest, nutrition, and fitness for long term endurance. Physical fitness is paramount in law enforcement. Incorporating fitness programs, such as

Brazilian Jiu-Jitsu (BJJ), into the wellness plan can promote physical health and provide effective self-defense training. BJJ training enhances strength, flexibility, and endurance while also fostering discipline and stress relief.

8.     Resilience Fitness: Bouncing back from setbacks and staying flexible in tough environments. Improving the ability to recover from adverse events faster and more likely to experience post event growth. 

9.     Financial Stability: Gaining control and confidence with money and planning. Financial stress can significantly impact an officer's mental health and job performance. Implementing financial education programs and providing resources to assist with financial planning can alleviate some of this stress, allowing officers to focus on their duties.

10.  Occupational Fulfillment: Finding meaning and purpose in your role, not just a paycheck. A fulfilling work environment that aligns with personal values is vital. Officers should be encouraged to pursue roles that match their interests and skills, which can enhance job satisfaction and overall well-being.

11.  Leadership Capacities: Leading others with clarity and competence. The ability to adapt in the face of both chaos and calm. Leaders should strive to build their capacity to lead with elasticity – bend but don’t break.

Consequences of Neglecting Holistic Wellness

Neglecting the 11 Rings can have serious repercussions. Officers may experience increased rates of stress, burnout, and mental health issues, leading to decreased job performance and job satisfaction. High turnover rates within law enforcement agencies often stem from dissatisfaction and burnout, straining department resources and reducing overall effectiveness (IACP, 2017). Officer wellness has a direct impact on officers’ job performance, interactions with community members, and decision-making abilities (PERF, 2021).

The detrimental effects of law enforcement careers also develop in various forms, including chronic health problems and substance abuse. Officers face a higher prevalence of chronic pain, with studies indicating that more than half experience musculoskeletal disorders due to the physical demands of their jobs. Several studies have found that officers who engage in problematic alcohol use are more likely to use primarily negative coping strategies and more likely to have symptoms of Post Traumatic Stress (PTS) than officers who do not engage in problematic alcohol use (Chopko, Palmieri, & Adams, 2013).  The normalization of unhealthy coping mechanisms combined with the stigma of asking for help can create a culture of silence around mental health struggles, further complicating the challenges faced by officers. Perhaps the most disturbing statistics are the increased rates of suicide and cardiovascular disease. Death by suicide continues to take more law enforcement officers lives than line of duty deaths. Sigma

Tactical Wellness states that the average age of a law enforcement patient with a heart attack is 46 whereas the civilian is 65; further, those having heart attacks under the age or 45 for law enforcement is 45% versus 7% for civilian; and the average life expectancy for law enforcement officers is 57 years versus 79 for civilians (iamsigma.com).

One innovative and effective strategy for physical fitness and mental resilience within a holistic wellness plan is the incorporation of Brazilian Jiu-Jitsu (BJJ) (Marich & Pirkl, 2022). This martial art emphasizes technique, control, and strategic thinking, making it an excellent tool for law enforcement officers. Training in BJJ can enhance physical fitness through strength, flexibility, and endurance, while also improving self-defense skills—an essential aspect of an officer's duties. Moreover, BJJ promotes mental toughness and discipline, providing a positive outlet for stress relief. Martial arts training can lead to improved mood and reduced anxiety, making it a valuable addition to a wellness program.

By addressing the Eleven Rings of Magnus OVEA combined with implementation of regular BJJ training this plan has the potential to significantly improve the quality of life for officers while enhancing their effectiveness within the community. Through comprehensive wellness initiatives—including mental health support, fitness programs, financial education, and stress management techniques—we can pave the way for healthier, more resilient officers who are better equipped to serve and protect their communities. We will primarily be focused on the many benefits of BJJ and how such a program will assist in multiple areas of the wellness dimensions. By investing in the holistic wellness of law enforcement personnel, we can foster a healthier workforce, improve community relations, and ultimately enhance the safety and wellbeing of the communities they serve.

A Brief History of Brazilian Jiu Jitsu

Brazilian Jiu Jitsu (BJJ) is a martial art developed as an offshoot of Japanese Jujutsu (JiuJitsu) by Brazilian brothers Carlos, Oswaldo, Gastao, Jr., and Helio Gracie circa 1925. It was developed into its own specific style, later named Brazilian Jiu Jitsu or Gracie Jiu Jitsu. Over time, it became its own distinct martial art style that utilizes the concepts of leverage, timing, balance and technique to overcome an opponent. One of the core tenants of BJJ is that with the proper application of the previously mentioned concepts, a smaller and/or weaker person can overcome a larger and/or stronger opponent. 

BJJ focuses on ground and grappling techniques while also incorporating various throws, trips, and takedowns derived from Judo (another Japanese martial art that focuses on using leverage to take an opponent to the ground) and more modern wrestling takedowns as can be seen in catch wrestling, Greco-Roman wrestling, and freestyle wrestling. Once an opponent is on the ground, BJJ practitioners use joint manipulation, joint locks, and strangle techniques (chokes) to cause an opponent to submit, lest a serious injury occur. It should be noted, that BJJ has a low reported incident of injury, rating approximately 5.5 injuries per 1000 hours of training

(Stegerhoek, et al. 2025).

How Brazilian Jiu Jitsu Can be Used to Promote Mental and Emotional Health

            Due to the high exposure to critical incidents, law enforcement officers are at an increased risk of suffering mental and emotional health issues, such as Post-Traumatic Stress (PTS). In a 2020 study conducted by Lilly and Curry, it was found that 47% of law enforcement officers reported symptoms consistent with PTS. This study also concluded that this was 9-10 times higher than was reported by the general population. They also concluded that 29% of law enforcement officers suffered from moderate to severe anxiety and 37% suffered from moderate to severe depression, both of which are two and five times higher than the national average, respectively (Lilly & Curry, 2020). It should be noted that aside from critical incidents, officers experience the challenges that come with rotating shift work, overnight shifts, and the usual array of stressors that the public deal with in their professional and personal lives. 

            This repeated exposure to trauma and other stressors necessitates a need for an alternative avenue of treatment. While traditional medicine can be used to treat PTS, depression and other mental and emotional problems, non-traditional methods can be sought to supplement, or possibly replace, the need for medication and extensive therapy. In one study conducted by Willing, et al. (2019), they discovered that over 40 sessions of BJJ, military veterans with PTS showed a marked decrease in symptoms over the 5-month period. They also reported a decrease in symptoms from major depressive disorder, generalized anxiety, and a decrease in alcohol consumption. This is anecdotal proof that BJJ can also be used to treat similar disorders among law enforcement officers. 

While the effectiveness of BJJ for mental health treatment is still being researched, there are studies showing the physiological changes that occur while training in martial arts, particularly grappling style martial arts. Training in BJJ enhances cognitive function, promotes neuroplasticity, and influences neurotransmitter activity by releasing dopamine, serotonin, and endorphins, which help promote emotional well-being (Crittenden, 2025). This is due to the close contact that comes from BJJ training, which the body perceives the same way as hugging or cuddling with a loved one. 

How Brazilian Jiu Jitsu Can be Used to Promote Physical Fitness and Officer Safety      

            Aside from the mental and emotional health benefits associated with BJJ, there are also practical physical applications involved with it as well. Due to BJJ being a combat sport, or martial art, there is obviously a form of fighting, or sparring involved. BJJ practitioners typically refer to this as “rolling.” This makes BJJ unique, as it can qualify as an aerobic, anaerobic, or strength training depending on the type of training done that day (i.e. drilling vs. sparring) (Seal, 2024). BJJ is also an effective way of increasing flexibility, proprioception (body awareness and control), and endurance, as sparring sessions typically consist of 5-7 minute rounds and can go for 60-90 minutes at most gyms. BJJ also promotes functional fitness and can encourage weight loss when combined with proper nutrition. 

            More specifically for law enforcement, regular BJJ training has multiple benefits when added to a training program. Per Hauck (2025), BJJ practitioners typically have better control of their emotions and ego, are better at reacting to high-stress incidents, have a reduced use of force due to greater confidence and command presence, and help officers keep a “fighting spirit.” One example of effective implantation of BJJ into law enforcement is from the Marietta Police Department in Marietta, GA. This change was brought on by a viral video of a resisting suspect that showed officers deploying tasers and multiple strikes to subdue a resisting suspect. Following the incident, MPD required new officers to receive BJJ training and encouraged existing officers to train as well. Data from MPD showed officers with BJJ training showed a 48% reduction in officer injury during use of force incidents, as well as a 53% reduction in suspect injury, and a 23% reduction in Taser deployments vs. officers who elected not to receive the training (Blasius, 2021). 

Another example of this comes from the St. Paul Police Department, MN. Following multiple excessive force incidents, SPPD began incorporating BJJ and team training into their training programs beginning in 2015 for new recruits and 2016 for veteran officers. SPPD modified their BJJ program to focus on the principals of body control and pinning a resisting suspect. They removed all chokes and submissions, such as armbars, etc., from the program. Data through 2020 shows that the department had the following reductions since incorporating BJJ into their training program:

•       37% reduction in use of force incidents

•       68% reduction in officers’ use of strikes during use of force incidents

•       51% reduction in chemical irritant deployments

•       39% reduction in taser deployments

•       44% reduction in suspect injuries

•       25% reduction in officer injuries

SPPD also discovered that while use of force incidents declined, the number of resistive encounters went up 29%, indicating an increased proficiency in de-escalation tactics (Gottfried, 2021). This data from MPD and SPPD shows that BJJ can be an effective tool for officer safety and for the safety of the suspect. 

            Due to officers becoming more proficient and having an expanded skillset for dealing with a confrontational or combative subject, they are less likely to use excessive force and are 59% less likely to have to engage in a use of force incident (Cunningham, 2024). This is partially due to increased confidence and greater de-escalation techniques utilized by officers who have BJJ training. Many BJJ practitioners, not just law enforcement officers who train BJJ (or martial arts, in general), prescribe to the quote by Japanese Samurai master Miyamoto Musashi (2023), “It is better to be a warrior in a garden, then a gardener in a war.”  This essentially states that while a person (or LEO) should always be prepared to fight (use reasonable and necessary force); the primary goal, when possible, should be to deescalate a situation so that force is not needed. Being able to do this while in the face of adversity shows a high degree of emotional intelligence, which allows a person to manage and moderate their emotions while being able to influence another person’s. While this is not always an option, officers that are trained in BJJ are more likely to show restraint and are able to safely end the encounter, not just for the suspect, but for themselves as well. 

Leadership Theories and Their Impact on Implementing a Holistic Wellness Plan

Many agencies have developed wellness plans for their members; however, all too many are just that, plans, and there is a lack of implementation and use of these plans. To benefit from a proactive wellness plan we need to ensure that our agency members are utilizing it. Our members need to be encouraged at all levels of the organization. The Law Enforcement Mental Health and Wellness Act: Report to Congress was passed in 2017 and signed into law in 2018. Our national government recognized the importance of officer wellness with unanimous support in both chambers (Spence et al., 2019). How our leadership in law enforcement views wellness and the actions they take to implement and champion the plans are critical to the success and wellbeing of our officers. The manner and style of leadership in an agency can be the difference in success and failure of a holistic wellness plan. According to Rhoades (2026), “Police Officer wellness is not a program: It’s an agency decision that starts with how we treat our officers and begins with effective leadership”.

Lieutenant (Retired) Christopher Hoina (2017) outlined eleven virtues of Magnanimous Officers: truthfulness, integrity, honor, nobility, humility, contentment, faithfulness, respect, responsibility, prudence, and gratitude. Each of these virtues is critical for those who aspire to be Magnanimous Leaders, as they facilitate positive engagement with both coworkers and the communities served. Generally, these virtues contribute to success in life overall. It is important for our leaders to observe what is happening in an agency, actively listen to understand what is needed, and be proactive in learning how to best assist the officers. The leader then needs to act, starting out small but being committed to continuous improvement. Our officers want and need to be part of something special and something great and that includes their wellness programs (Therwanger, 2020).

      Leaders in an agency need to have a strong commitment and be willing to model and encourage holistic wellness. They should openly talk about proper nutrition, exercise, relaxation, and sleep. In addition, a leader should be aware of the detriments of fatigue and the negative impact it has on driving, fine motor skills, mood, cognitive abilities, and a myriad of healthrelated issues. When the above factors are negatively impacted there is potential to add to the stress levels an officer encounters as a result of the external and internal factors of the profession (Harrington, 2017).

An authentic leader is willing to work hard for their subordinates and the entire agency. They are able to recognize the differences that various members will have. Not every aspect of a wellness plan will appeal to various members but the authentic leader will build relationships with subordinates and focus on their well-being, finding ways to encourage and stimulate participation. This leader will be able to communicate the purpose and intent of the wellness plan and demonstrate the willingness to go the extra mile to get buy in from the entire agency.

Leading from the front, while remaining focused on the good of the members and agency, is a keystone of this leadership style (Normore, 2017). The insight, initiative, influence, impact and integrity of the authentic leader in implementing the wellness plan is powerful.

A servant leader is willing to risk other opportunities in an effort to help others. They will empower others and strive to encourage others to work towards balance, physically and mentally for the organization and for the individual. This leader in energetic and seeks opportunities to serve others. While the servant leader is looking out for the best interest of others in the agency they are also accepting and empathetic of the issues others may have in participating in the wellness plan. In John 13:3-6 we are able to see the perfect example of servant leadership when Jesus washed the feet of his disciples. A servant leader should be willing to do as much as possible to encourage and enable his members to focus on their wellness (Spain, 2017).

The credible leader is someone who is knowledgeable and capable and through these traits is able to inspire others. This leader will take the time to understand the wellness plan, will participate in as many aspects as possible (leading from the front), and will do so with enthusiasm that is shared with others in the agency. The credible leader will follow what Jim Kouzes outlined regarding the leadership challenge; model the way, inspire a shared vision, challenge the process, enable others to act, and encourage the heart (Long, 2017). This type of leadership leads to trust in the agency and encourages peer leadership which leads to group practices which equates to group satisfaction and efficiency. This leads to increased participation and a healthier agency.

To ensure that there is continued success in a wellness plan there needs to be buy in and support from the leaders. There will be many ups and downs during the implementation and through its continued roll out but an adaptive leader can assist in seeing it succeed. The adaptive leader will approach a situation with an open mind, adapt to the situation and take into consideration the various issues with the plan. This leader is willing to make changes as necessary and not rely on the old sayings, “we have never done this before” or “that’s not the way we have done it” (Spain,  2017).

The effective leader in implementing the wellness plan will utilize various aspects of the aforementioned leadership styles. The leader should be caring, competent, credible, courageous, collaborative, and able to communicate. The leadership in any agency that desires to have a successful wellness plan will show they care for their staff, understand the need for the wellness program, will have gained trust in the agency, collaborate with members as well as public stakeholders, be willing to step outside their comfort zone for the good of the agency, and is willing and able to communicate the why and how of the plan. 

Perhaps the ideal leadership theory to utilize when implementing a holistic wellness plan is the R.I.G.H.T. leadership theory (see below), developed by Dr. Sarah Rhoades (2026). This theory is based on valuing people through relationships while maintaining integrity in all circumstances, and showing genuineness to yourself and others while displaying humility regardless of title or status and remaining teachable to produce positive individual, collaborative, and organizational results. This theory focuses on doing the right thing, at the right time, for the right reasons, and in the right way. Rhoades contends that this theory is well suited to have wellness focused leadership by practicing the following steps.

•       Relationships: Ask questions to build trust and open dialogue. Discover what your staff are desiring to better serve their wellness needs.

•       Integrity: Accept feedback transparently and follow through. Attempt to implement ideas and suggestions received.

•       Genuineness: Share your own experiences and challenges. Be transparent in sharing successes you have had and solutions that worked. Conversely, be willing to share those areas that you have struggled or even failed in.

•       Humility: Admit that you don’t have all the answers and seek input from others.

Recognize the need to surround yourself with talented people and ask for advice.

•       Teachable: Learn from feedback and model growth. Learn from your mistakes and successes as well as those of others. Be a lifelong learner as you move to champion the agency wellness plan.

Implementing Brazilian Jiu Jitsu/Holistic Wellness into Law Enforcement Agencies

Following the “753 Code” developed and promoted by the Valente brothers demonstrates how BJJ is an effective program that helps to improve those involved, including law enforcement officers, in spirit, body, and mind. As this paper is concluded we encourage you to consider living by the “753 Code” that is listed below, becoming the best officer you can and more importantly living a well-balanced fulfilling long life (Marich & Pirkl, 2022).

Spirit

1.       Rectitude – morally correct thinking and behavior. It is simply the willingness to do the right thing regardless of consequences. 

2.       Courage – ability to do something in the face of fear. It is the inner strength to face fear or resist opposition.

3.       Benevolence – a disposition to be kind and to do good.

4.       Politeness/propriety – intentional consideration and courtesy towards people around you and the situation at hand. This means treating others with respect.

5.       Honesty/sincerity –only telling the truth to yourself and people around you. A genuine integrity in character and action. 

6.       Honor – To have honor for someone is to have profound respect and reverence towards them. To have honor yourself is to hold yourself to a high ethical standard. If you break that ethical standard, you lose honor.

7.       Loyalty – faithfulness in relationships and alliance.

Body

1.       Rational nutrition – You don’t have to be on a strictest or the newest diet. However, if 85 percent of the food you consume is not healthy, you will eventually pay a price for your lifestyle choices. On the other hand, if 85 or 90 percent of the diet you consume is healthy, in the long run, you will reap the benefits.

2.       Sensible exercise – This implies a balance. Everyone needs some exercise (perhaps at least a few times a week). However, avoid overtraining as it will also lead to health problems. When trying to get in shape pursue longevity as opposed to fast results. This will require the exercise of patience. 

3.       Efficient rest – Rest is just as important as exercise is. Do not neglect it.

4.       Proper hygiene – in the context of Jiu Jitsu, this means washing your Gi, or other training clothes after every single practice, showering before each practice, making sure your nails are properly trimmed, and making sure you take a thorough shower as soon as you can after practice.

5.       Positive attitude – Your mind has a tremendous impact on your development and performance. Take conscious effort to recharge and make sure that you are maintaining a positive attitude. 

Mind

1.              Zanshin — This means awareness, alertness, and readiness. This means being prepared 24/7. Unlike a boxer, who may train for three months to prepare and get his body ready for a fight, Jiu Jitsu practitioners have no off-season. You never know when you might need to use your Jiu Jitsu. As such, you should be always prepared. Jiu Jitsu is a lifestyle. It is important to develop an ability to focus so that during a fight you can solve specific problems in front of you.  

2.              Mushin — Literally translated as “no mind.” With too much on one’s mind, a fighter can not react properly to situations in front of them. As such, it is important to be able to clear one’s mind. During a fight this might mean clearing one’s mind of the adversity just faced or mistakes just made and focusing on problems at hand.

3.              Fudoshin — This means a “state of emotional balance.” To achieve this balance means to control variations in your emotions. There should not be big ups and downs. During a fight this means controlling both positive and negative emotions. For instance, you must control fear in order to react in an optimal manner, but you must also control excitement in order to avoid reckless mistakes (Upper Valley BJJ, 2026).

There are multiple ways that BJJ can be incorporated into police agencies. Currently, Gracie Academy, run by Rener and Ryron Gracie, offers Gracie Survival Tactics specifically for law enforcement. This program consists of GST Level 1 and Level 2 instruction. This training is POST certified in 40+ states and has been medically and legally reviewed. Other implementation options can include partnering with local, reputable gyms for officers to receive training at.

While this can require a larger training budget within the department, it also builds community trust and involvement by allowing officers to interact with the public in an informal and educational capacity. 

            While the incorporation of BJJ into modern law enforcement training does come with added costs and budgeting considerations, Cunningham (2024) concluded that based on the average cost of Workmen’s Comp claim of approximately $4,700 and the work productivity time lost from injuries, it was a financial net positive for departments to implement some type of BJJ based training. His study concluded that the Marietta Police Department saved approximately $41,000 after paying for their officers’ training when compared to the reduction in injuries and

Workmen’s Comp claims.  

Chautauqua County Sheriff’s Wellness Case Study

The Chautauqua County Sheriff’s Office in western New York developed a wellness plan in 2020 based on the 8 dimensions of wellness from Substance Abuse and Mental Health Services Administration (SAMHSA). This plan was developed as a result of a state mandate that every police agency have a wellness plan in place. The plan was written and loosely implemented by a wellness team. There was very little use of the plan and little enthusiasm for the plan. One area that was lacking in the implementation was the lack of leadership participation. Many of the Sheriff’s Office staff looked at it as a check box for the state rather than a plan that benefited the employee’s overall health and wellbeing which in turn would benefit the agency and community. 

            In the fall of 2025, the Sheriff’s Office learned about the Magnus One 11 Rings of Performance and the performance app that was offered. The Sheriff, Undersheriff and Captain attended training and brought the new concept back to the Sheriff’s Office. We brought in trainers from Magnus ONE to train all of the supervisors in the Sheriff’s Office and also to do a two-hour introduction to all staff in the agency. Prior to the trainings we introduced the 11 Rings and the performance app to all employees at an in-service training. We are utilizing our agency intranet, Sheriff’s App, and Facebook to continue to promote the wellness initiative. We have also added a visual reminder and QR code to our computer sign on page for all a Sheriff’s Office staff. This visual reminder is also being posted in several areas around the offices and substations. 

            We have also contracted with a local BJJ gym to host monthly trainings for any law enforcement officer in the county, these will be two 4-hour sessions each month which are in addition to the twice weekly training for law enforcement who are members of the gym. The cost of the trainings are being paid by a non-profit organization that is focused on assisting law enforcement in obtaining training.

            We are optimistic that this wellness plan that is incorporating BJJ will succeed as more than 75% of the supervisors are actively participating in the plan, and are focused on having regular discussions with staff about officer wellness. A new area for our agency is doing regular pod casts where we are interviewing various members of the agency twice a week. While there will be various topics covered, we are committed to discussing wellness topics each week, focusing on a different ring each time. 

Conclusion

            Law Enforcement is relied upon to serve and protect our communities, the thin blue line, the line between good and evil. Our communities rely on officers and have an expectation that the officers are capable to provide the service and protection when needed. Unfortunately, all too many officers are struggling themselves and many of those they are working with are burned out for many reasons. It is incumbent upon leaders in law enforcement to implement and promote holistic wellness programs. 

            Modern day policing should continue to operate based on the nine principles that were developed by Sir Robert Peel in the 19^th century, principles that foster community trust and content with officers:

1.     The basic mission of the police is to prevent crime and disorder.

2.     The ability of the police to perform their duties is dependent upon public approval and cooperation.

3.     Police must secure the willing cooperation of the public in voluntary observance of the law to be able to secure and maintain the respect of the public.

4.     The degree of cooperation of the public diminishes proportionately to the necessity of the use of physical force.

5.     Police seek and preserve public favor not by catering to public opinion but by constantly demonstrating absolute impartial service to the law.

6.     Police use physical force to the extent necessary to secure observance of the law or to restore order only when the exercise of persuasion, advice, and warning is found to be insufficient.

7.     Police, at all times, should maintain a relationship with the public that gives reality to the historic tradition that the police are the public and the public are the police.

8.     The test of police efficiency is the absence of crime and disorder, not the visible evidence of police action in dealing with it.

9.     The police must direct their action strictly toward their functions and never appear to usurp the powers of the judiciary (Patterson, 2023).

We have seen great advancements in technology to assist law enforcement in their mission however the most important resource we have is our human resources and we must ensure that they are equipped to provide the best service they can. Our agencies must be willing to promote wellness in their officers so that they can fulfill the above nine principles. When we allow the above principles to be our guide, we will build trust in our communities.

 Before an officer has the capabilities to serve and protect their communities, they need to be healthy themselves. Only when our agencies, and particularly our leaders in those agencies, fully embrace a culture of holistic wellness will we have capable officers. By focusing on the 11 Rings of Human Performance agencies can assist their staff in getting and remaining healthy in mind, body, and spirit. One way that can assist in building well rounded and high performing officers is encouraging the practice of Brazilian Jiu-Jitsu. As stated earlier in this paper, BJJ not only increases physical abilities, but also has the potential to improve performance in all the rings of human performance. 

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Impact of Employee Recognition Programs on Morale and Retention in Law Enforcement

Sergeant Adam Kleffman

Sergeant Tyler Sellers

National Command and Staff College, Session #34

March 6, 2026

Abstract

Law enforcement agencies across the United States are facing significant recruitment and retention challenges due to burnout, organizational stress, generational shifts in the workforce, and evolving public expectations. Employee recognition programs have emerged as a leadership strategy intended to enhance morale, strengthen organizational commitment, and reduce voluntary turnover. This capstone paper examines the advantages and disadvantages of formal recognition programs within law enforcement environments. Drawing on peer-reviewed academic research, professional policing publications, agency policy guidance, and leadership frameworks from the National Command and Staff College, this study evaluates whether structured recognition initiatives positively influence officer morale and retention and their impact on intrinsic and extrinsic motivation. The analysis suggests that agencies implementing transparent, equitable, and strategically aligned recognition systems demonstrate stronger affective commitment, greater job satisfaction, and may lower turnover intentions. However, non-existent or poorly designed programs may create perceptions of favoritism, insincerity, or administrative and organizational burden. Recognition is most effective when embedded in organizational change, transformational leadership practices, versatility, professional culture, emotional intelligence, and wellness initiatives.

Introduction

Law enforcement has long been recognized as a challenging and dangerous profession. Today, more than ever before, law enforcement agencies face increasing challenges overall, including staffing shortages, burnout, declining morale, and heightened public oversight. Officers and civilian personnel routinely operate in high-stress environments that require versatility, professionalism, ethical decision-making, sound judgment, and resilience. These ongoing demands highlight the importance of organizational and leadership strategies that support employee well-being and organizational stability through varying leadership approaches.  To achieve effective leadership in law enforcement, organizations must continue to evolve with the times and have an organizational battle plan, which is essential to any change process, when the time comes to build resiliency, shared vision, and plans to move the organization in a positive direction.  They must model and promote real managers with adaptive leadership skills and strategies, and foster leadership and growth at all levels within the organization (Long, 2017), while removing the toxic leadership that erodes trust, damages morale, and undermines organizational effectiveness and culture (Watt, 2017).  Toxic leaders lack emotional stability and potentially lack integrity, which is detrimental to the organization as a whole.

Recognition and appreciation are foundational to effective organizational management and widely acknowledged as key factors of employee motivation and performance. In both theory and practice, acknowledging employee contributions fosters a positive workplace culture, strengthens engagement, and reinforces organizational loyalty. While formal and informal recognition programs are commonly studied and used in private-sector organizations to improve morale and reduce turnover, their structure and implementation within law enforcement agencies vary considerably.

Purpose of the Study

The purpose of this capstone project is to examine how employee recognition programs affect morale and retention in law enforcement agencies. Many law enforcement organizations across the country are facing staffing shortages, high turnover, and low morale among officers and civilian staff. While agencies' main focus is on recruiting new officers, retaining experienced personnel has become equally important, and as important as providing that focus on experience and leadership within their organizations for succession planning. This study will explore whether recognizing officers and staff for their work can improve job satisfaction and encourage them to remain with their organization.

Employee recognition programs can include formal awards, public praise, certificates of achievement, employee-of-the-month programs, or simple “thank you” acknowledgment from supervisors. Recognition comes in various forms and can be given for outstanding performance, years of service, teamwork, or dedication to duty. In many workplaces, recognition has been shown to improve motivation and employee engagement; however, in professions where the job is often stressful and demanding, the impact of recognition programs may be especially important.

Law enforcement officers face long hours, exposure to traumatic events, and increasing public scrutiny. These stressors can negatively affect personal and organizational morale and lead officers to leave the profession. When officers and staff feel appreciated and valued for their work, they may develop a stronger sense of commitment to their organization. The purpose of this research is to examine whether agencies that use structured recognition programs experience higher morale and improved retention compared to agencies that do not emphasize recognition or have limited recognition programs.

By identifying whether recognition programs have a positive impact, this research can provide practical recommendations for organization leaders. If recognition is shown to improve morale and reduce turnover, agencies may be able to implement cost-effective strategies to strengthen their workforce. Ultimately, it contributes to improving organizational culture, officer satisfaction, and long-term stability within law enforcement organizations.  As Therwanger (2017) stated, “strategies are critical for cultivating a culture in which team members feel supported and empowered, ultimately leading to improved performance and organizational resilience.” The power of recognition, whether verbal praise, formal awards, or opportunities for career development, meets employees' emotional needs and motivates greater effort and commitment (Amoatemaa & Kyeremeh, 2016).

Motivational Theory’s

Understanding whether employee recognition programs influence morale and retention in law enforcement requires examination of both established motivational theories and research specific to policing environments. While much of the literature on recognition originates in private-sector organizations, the foundational principles of motivation, fairness, and organizational commitment are directly applicable to law enforcement agencies. Given the highstress, high-accountability nature of law enforcement and civilian support staff, recognition may carry even greater significance in shaping employee perceptions of value and organizational support within the agency.

Herzberg’s Motivational Theory

Motivational theory (Herzberg, 1968) provides a strong framework for analyzing these recognition practices. This theory distinguishes between hygiene factors, such as salary, benefits, and working conditions, and true motivators, including achievement and recognition. Hygiene factors may prevent dissatisfaction, but they do not create sustained job satisfaction. In contrast, motivators foster internal satisfaction and engagement (Herzberg, 1968). Within law enforcement, where pay scales and promotional structures are often set by policy or contract, recognition becomes one of the most accessible leadership tools for positively influencing intrinsic motivation. When officers believe their efforts are acknowledged, they are more likely to develop professional pride, happiness, and a stronger sense of purpose in their work.  

Motivation theory also supports recognition as a strategic leadership approach. Herzberg (1968) identified recognition as a key motivator that increases job satisfaction beyond basic compensation. While extrinsic rewards must be administered carefully, evidence suggests that non-controlling praise enhances intrinsic motivation rather than diminishing it (Deci et al., 1999). These motivational effects contribute to the development of intelligent team units characterized by psychological safety, mutual trust, and shared accountability.

Adams Equity Theory

Equity theory, developed by John Stacey Adams (1965), provides a foundational explanation for why recognition matters. Officers assess fairness by comparing their contributions to the rewards they receive. When agencies implement structured recognition such as commendations, awards, or public acknowledgments, they reinforce perceptions of fairness. In contrast, a lack of recognition may lead to perceived inequity, which can result in disengagement or turnover (Adams, 1965). Recognition programs, therefore, function as a corrective mechanism within the organizational subsystem by aligning inputs and outcomes.

In law enforcement organizations, where teamwork and trust are foundational to operational effectiveness, perceptions of inequity can quickly undermine morale. Research on organizational commitment supports this concern, demonstrating that perceived organizational support significantly influences affective commitment and intent to remain with an organization (Allen & Meyer, 1990). In law enforcement, where employee trust in leadership is directly connected to morale, transparent and equitable recognition processes are essential.

Organizational Commitment Theory

The organizational commitment theory further clarifies the relationship between recognition and retention.  This theory identifies effective, continuance, and normative commitment as core components of employee attachment (Allen & Meyer, 1990). Recognition most strongly enhances affective commitment, which reflects emotional loyalty to the organization. Officers who feel valued are more likely to remain with their agency, reducing costly turnover and recruitment expenditures (Allen & Meyer, 1990). From a fiscal perspective, recognition programs are cost-effective because they require minimal financial investment compared to the costs of recruiting, hiring, and training new officers.

Leadership Theory

The leadership theory provides additional insight. Transformational leadership, articulated by Bernard M. Bass and Ronald E. Riggio (2006), emphasizes inspirational motivation, individualized consideration, and idealized influence. Leaders who consistently recognize officer performance reinforce professional identity and elevate collective standards. Emotional intelligence, described by Daniel Goleman (1998), further supports this approach by highlighting the importance of leaders' understanding and responding to employee needs. Recognition reflects emotionally intelligent leadership by acknowledging human factors such as stress, effort, and resilience.

Research further supports the relationship between recognition and performance outcomes. Imran, Faathir, and Firmansyah (2025) stated that “structured recognition and appreciation positively influence employee motivation and performance.” Similarly, Gallup (2023) reported, “employees who feel valued and acknowledged demonstrate higher engagement levels and improved overall well-being”. Even though this information is primarily drawn from corporate and public-sector environments outside of policing, the essential principle holds true: employees who feel appreciated are more likely to remain committed and engaged.

Research specific to law enforcement organizations highlights additional factors that strengthen the importance of recognition.  When officers and support staff perceive that their organization and leaders do not recognize or value their efforts, the psychological toll of the profession may be magnified beyond that of public scrutiny. On the contrary, acknowledgment of professionalism, ethical conduct, community service, and teamwork can reinforce a more positive professional identity and overall strengthen organizational loyalty.

Intrinsic vs Extrinsic Recognition

We must also consider the distinction between intrinsic and extrinsic recognition and its importance. According to the Self-Determination Theory, developed by Edward L. Deci and Richard M. Ryan (2000), autonomy, competence, and relatedness are fundamental psychological needs that foster sustained intrinsic motivation. This framework for understanding human motivation, personality, and well-being focuses on an individual's overall growth, fulfillment, and well-being. Intrinsic recognition, or the internal drive to engage in activity for personal sake, rather than external, or extrinsic rewards, such as meaningful supervisor feedback, written cards of appreciation, mentorship opportunities, or acknowledgment during briefings or other work activities, reinforces these psychological needs. People often enter the law enforcement profession with a strong sense of service and duty, making intrinsic forms of appreciation especially impactful.  However, law enforcement organizations have traditionally relied on extrinsic recognition, through commendation medals, lifesaving awards, officer-of-the-month programs, and formal ceremonies. These public acknowledgments reinforce standards of excellence and communicate organizational values.  It is a fine line between intrinsic and extrinsic motivation when recognition is given.  Leadership needs to know and understand their employees and their purpose, or why.

Despite growing concerns about recruitment and retention in law enforcement, research specifically evaluating structured recognition programs in policing remains very limited, and further research is needed to enable more robust analysis of the data. Much of the available literature focuses on wellness initiatives, leadership development, or stress management rather than formal appreciation systems that impact morale and retention. This information gap underscores the need for continued research within law enforcement agencies to determine whether recognition programs meaningfully influence morale and retention in high-stress, paramilitary environments, and, if so, what the benefits, strategies, and processes are to improve and sustain that influence.

Methodology

To further examine how employee recognition programs influence morale and retention within law enforcement, we must first define what morale is.  Morale is defined as “the level of individual psychological well-being based on such factors as a sense of purpose and confidence in the future,” according to Merriam-Webster website (2026).  Morale is also “a sense of common purpose with respect to a group: Esprit de corps or the common spirit existing in the members of a group inspiring enthusiasm, devotion, and strong regard for the honor of a group,”

Merriam-Webster (2026).

This research consisted of two primary components: document analysis and primary data collection. First, a comprehensive review of relevant academic literature, professional policing publications, organizational behavior research, agency memoranda, and recognition program policies was conducted. This review provided fundamental insights into evaluating recognition practices in law enforcement environments. Internal agency documents from the St. Louis County Sheriff’s Office and the Fairhope Police Department, including award criteria, nomination procedures, and policy guidelines, were examined where accessible to assess the structure and communication of recognition programs, their application, and the formats used to provide recognition.

Second, primary datum was collected through anonymous surveys distributed to 303 sworn and civilian personnel within the St. Louis County Sheriff’s Office immediately after the sheriff’s office's first-in-history awards ceremony and banquet. A total of 181 people attended, of whom 93 were employees, with the overflow population from family and friends. The surveys were designed to measure employees' perceptions of recognition practices, morale, job satisfaction, and organizational commitment. Questions focused on both intrinsic and extrinsic recognition experiences, perceptions of fairness, and overall satisfaction in this type of recognition event. Descriptive statistical analysis of the 57 responses was used to identify trends and patterns, and to gain a better understanding of employee morale, satisfaction, recommendations, and the open comment section on likes and dislikes of award ceremonies and presentations.  The 8 questions posed were:

1.     Did you attend the awards ceremony or view the presentation? 

2.     How satisfied were you with the event? 

3.     Was the event easy to access? 

4.     Would you recommend this event to colleagues?  

5.     If you were unable to attend, was it due to working, date, time, location, other commitments, or no interest? 

6.     For strategic planning purposes, would you like to see this event: centralized location, keep the event located as is, shorter in duration, or longer in duration?

7.     What did you like and/or dislike about the event?

8.     Is there anything you would suggest or share for future events?

To supplement the initial survey findings and to also encompass the Fairhope Police Department in this data collection, a 5-question, more focused survey was emailed to 40 randomly selected officers, supervisors, and civilian staff from the St. Louis County Sheriff’s Office and Fairhope Police Department. There were only 9 returned responses in this sample. 

These questions explored themes related to: 

1.     How do formal recognition ceremonies impact office morale, job satisfaction, and organizational commitment within a law enforcement agency?

2.     Can recognition ceremonies meaningfully improve retention and reduce burnout, or do they have only short-term motivational effects? Why?

3.     What are the potential unintended consequences of recognition programs (e.g., favoritism, resentment, competition among officers), and how can leadership mitigate these risks?

4.     How do intrinsic forms of recognition (verbal praise, peer acknowledgment, leadership support) compare to extrinsic recognition (awards, medals, public ceremonies) in influencing officer performance and morale?

5.     Are recognition ceremonies a cost-effective leadership strategy in modern policing, particularly during staffing shortages and budget constraints? Why or why not?      The qualitative data were analyzed using content analysis to identify recurring patterns in the influences on morale, engagement, and retention. This combination of survey data and questionnaire insights provided a more comprehensive understanding of how recognition programs function within the organizational structure and of what our employees sought in the recognition they preferred.

Several limitations were acknowledged. Participation was voluntary, and the sample size was small, which may introduce response bias. Additionally, findings may not pertain to all law enforcement agencies due to variations in agency size, leadership structure, and community context. However, integrating theory, policy analysis, and direct employee feedback strengthens the validity of the study’s conclusions.

Primary Survey Findings

            A total of 57 employees completed the primary survey administered following the St. Louis County Sheriff’s Office inaugural awards ceremony.  This represents an approximate response rate of 61%.  A supplemental survey was also distributed electronically to 40 randomly selected employees from the St. Louis County Sheriff’s Office and the Fairhope Police Department, resulting in 9 completed responses.  In total, the study included 66 survey participants.

The primary eight-question survey assessed employee perceptions of accessibility, satisfaction, and perceived value of the recognition ceremony.  The majority of respondents indicated that they attended the awards ceremony or viewed the presentation.  Most participants reported being satisfied or very satisfied with the event.  A substantial proportion of respondents stated that they would recommend continuing the awards ceremony in future years. 

Accessibility of the event was generally rated as positive, although several respondents indicated scheduling conflicts as a barrier to attendance.

When asked about strategic planning considerations for future events, responses varied regarding a centralized location versus other locations and the duration of the ceremony.  Openended responses revealed recurring themes: appreciation for formal acknowledgement, inclusion of family members, and the importance of recognizing diverse contributions across divisions and roles within the organization.

Qualitative Themes

Of the 57 respondents (N=57), 82.5% (n=47) reported attending the agency’s awards ceremony.  Overall satisfaction with the recognition event was high, with 70.2% (n=40) indicating satisfaction and an additional 12.3% (n=7) reporting they were somewhat satisfied.  Only 3.5%  (n=2) reported dissatisfaction.  Furthermore, 94.7% (n=54) of respondents stated they would recommend the recognition event to colleagues, and 80.7% (n=46) supported maintaining the event in its current format.  These findings, despite the small sample size, indicate a strong positive perception of formal recognition efforts within the agency and suggest that structured recognition ceremonies may contribute to enhanced employee morale and organizational support.

            The context analysis of the open-ended responses identified three primary themes.  

1.     Many respondents expressed that formal recognition strengthened professional identity and conveyed that leadership valued employee contributions.

2.     Some participants recommended adjustments to event length, timing, or location to improve participation and operational feasibility.

3.     A small number of respondents emphasized the importance of ensuring nomination and selection processes remain objective and transparent to prevent perceptions of favoritism. The secondary five-question survey explored broader perceptions of recognition and its relationship to morale, retention, and motivation.  Although the response rate was low (n=9), several consistent patterns and themes emerged between the two agencies.

            Participants noted that formal recognition ceremonies contribute positively to morale and job satisfaction when administered fairly and aligned with agency values.  Respondents indicated that recognition may support retention efforts; however, several noted that its impact may be short-term without reinforcement through consistent daily leadership engagement.

            When comparing intrinsic and extrinsic recognition, respondents frequently emphasized that informal, day-to-day acknowledgement from supervisors and peers carried more sustained motivational value than annual ceremonies alone.  Concerns about potential unintended consequences, including favoritism, competition, or good-ol’-boy influences, were also noted.  Participants in this survey suggested that clear criteria, transparent processes, and diverse review panels could mitigate these risks.

            However, overall survey data indicated that employees perceive structured recognition ceremonies as positively influencing morale, professional identity, and organizational appreciation.  While recognition was not identified as a singular solution to retention challenges, respondents suggested it may serve as a supportive leadership tool when embedded within broader organizational practices emphasizing fairness, transparency, and consistent engagement.  

Discussion

The findings of this study suggest that structured employee recognition programs are perceived by law enforcement personnel as contributing positively to morale and organizational appreciation. Survey respondents reported general satisfaction with the inaugural awards ceremony and indicated that formal acknowledgment of service and performance reinforces a sense of value and appreciation within the agency. These findings are consistent with established research showing that employees who perceive recognition as meaningful are more likely to report stronger affective commitment and lower turnover intentions (Meyer et al., 2002; Gallup, 2023).

Importantly, the data also indicates that recognition is most effective when it extends beyond annual ceremonies. Participants emphasized that daily, informal acknowledgment from supervisors and peers carries sustained motivational value. This supports self-determination theory (Deci & Ryan, 2000). Recognition that reinforces professional competence and connects individual contributions to organizational purpose appears particularly impactful in law enforcement settings, where employees often enter the profession with a strong sense of service and duty.

At the same time, respondents identified potential risks associated with poorly designed recognition programs. Concerns regarding favoritism, inconsistency, political influence, and the good ol’ boy system highlight the importance of procedural fairness. Equity provides a useful framework for understanding these concerns; when employees perceive inequity in recognition practices, morale may decline rather than improve (Adams, 1965). The findings reinforce that transparency, objective criteria, and inclusive nomination processes are essential safeguards to preserve trust.  These safeguards ensure that recognition programs are perceived as fair, credible, and free from favoritism, thereby strengthening confidence in leadership. 

While participants generally believed that recognition ceremonies positively influence morale, several noted that recognition alone is unlikely to resolve broader retention and organizational challenges. Staffing shortages, workload, compensation structures, and leadership practices remain significant factors in organizational stability. Recognition should therefore be viewed as a complementary leadership strategy rather than a standalone solution. When embedded within a broader culture of accountability, fairness, and leadership engagement, recognition can strengthen affective commitment and reinforce professional excellence.

Leadership engagement emerged as a critical moderating factor in the effectiveness of recognition. Programs limited to annual or administrative processes risk being perceived as performative. In contrast, when supervisors consistently model authentic, timely, and specific acknowledgment of employee contributions, recognition becomes integrated into organizational culture. Transformational leadership behaviors, such as individualized consideration and ethical communication, enhance the credibility and impact of recognition efforts (Bass & Riggio, 2006).  Training leaders through a variety of leadership strategies to deliver balanced intrinsic and extrinsic recognition appears essential for sustaining improvements in morale. 

Longitudinal findings show that employees who receive high-quality recognition are 45% less likely to leave over two years and 65% less likely to be actively seeking other employment (Gallup, 2023).  Recognition also supports affective commitment, employees’ emotional attachment, and genuine desire to stay, which has been consistently linked to reduced withdrawal and turnover (Meyer et al., 2002). In cultural comparison, 9% of employees in a positive culture consider leaving compared with 42% in a negative culture (SHRM, 2024).  

Leadership Implications and Training Considerations

The findings of this study indicate that the effectiveness of employee recognition programs is closely tied to leadership behavior.  Recognition may positively influence morale; however, its long-term impact depends largely on how authentically and consistently leadership throughout the ranks reinforces appreciation in daily activities.  Participants in the surveys emphasized that informal acknowledgement, fairness, and sincerity were more influential than the ceremony itself.  These learned perceptions suggest that leader training and engagement are critical to the effectiveness of recognition. 

            Supervisors play a key role in providing timely, specific, and meaningful feedback that allows the connection of recognition to organizational values and their mission.  This connection acknowledges employees' individual contributions, making them more likely to perceive appreciation as genuine rather than procedural.  Transformational leadership provides a practical framework for strengthening recognition efforts.  As Anderson (2016) stated, “transformational leadership is invaluable as it fosters a shared vision, encourages innovation, and empowers its teams”. These leaders truly embody the priority of growth and development for their teams, promoting a culture of trust and accountability within themselves and among their team members.  These leaders must be change agents who lead through ethical leadership, serve as good role models, articulate a clear vision for the organization, and wield reward power to recognize employees who work hard, bring positivity, and are influential members of the organization.  

            Leadership training is essential to ensure recognition practices are practical, yet fair and sustainable over time.  Leaders must understand the importance of fairness and equity to mitigate concerns of favoritism and inconsistency, which may lead to employee dissatisfaction and resentment.  Recognition that is delivered is fair, transparent, and consistent, which enhances organizational commitment; however, if the recognition shows bias and unfairness, it may undermine morale.

            Additionally, leaders must continue to balance the intrinsic and extrinsic forms of recognition to reinforce competence and purpose in ways that support long-term satisfaction and engagement.  Formal award ceremonies reinforce organizational mission statements and professional standards; however, the day-to-day acknowledgement of the great things employees do to support them carries a greater, sustained motivational impact for the entire organization.  However, the organization and its leaders need to implement annual training to ensure this is done effectively and consistently.  This can also be done through mentorship programs with young supervisors and those seeking to promote to a supervisor position, as well as through training programs.  As Long (2017) stated, “intentional leadership requires leaders to dig deep and determine what drives behaviors.”

            Overall, the organization's leadership development ensures that recognition programs are aligned with its mission, vision, values, and culture. Those are more than a declaration of purpose and aspiration; they are intentional statements that form the foundation of the organization, guiding decision-making, organizational culture, community commitment, engagement, and trust. 

Culture

Embracing culture is also a critical component of leadership and making vision intentional through connection fosters ownership among personnel.  As Long (2017) stated,

“connection is a powerful force that creates a positive emotional bond between people.”  When leaders consistently model authentic appreciation, recognition evolves from a ceremonial gesture into a specific leadership tool that strengthens professional identity and organizational resilience. 

Emotional Intelligence

Emotional intelligence development is another essential component of leadership training. Leaders who demonstrate empathy, self-awareness, and strong interpersonal skills are better equipped to recognize employees in ways that resonate with them both personally and professionally.  Emotional intelligence is equally important as being smart, technically skilled, and accurate.  As Robinson (2017) states, “we, as law enforcement and leaders, may have the technical skills to do the job, but do we think about how we deliver that message, to have the emotional intelligence to give back to that person.”  Leaders with high emotional intelligence demonstrate greater empathy, self-awareness, and interpersonal effectiveness (Goleman, 1998). 

Transformational Leadership

Transformational leaders inspire and motivate others to foster lasting, positive change within themselves and their organizations.  They set an example and encourage others to join in on the journey (Long, 2017). Effective leaders are extremely versatile and receptive to the dynamics of changing environments, events, and organizational needs.  Versatility skills training will help you develop your own style and become more responsive to the unique and changing characteristics of individuals, teams, and organizations (Anderson, 2017).    

Employee Impact

Employee recognition programs have a measurable impact on morale, retention, and organizational effectiveness in law enforcement agencies. Recognition programs serve as both a motivational tool and an organizational strategy that supports leadership development, professional culture, and systemic stability.

From a systems perspective, law enforcement agencies operate as complex organizational subsystems composed of operational units, administrative divisions, and leadership structures. Recognition programs influence multiple subsystems simultaneously. Within the human factors subsystem, recognition improves morale, reduces the risk of burnout, and strengthens resilience. Within the organizational subsystem, recognition aligns employee behavior with strategic goals, reinforcing professional culture and ethical standards. As noted in Therwanger's (2017) leadership development materials, effective leaders intentionally build connection and cohesion; recognition directly contributes to this cohesion by reinforcing shared values and mission alignment.

Empirical evidence supports these conclusions. Amoatemaa and Kyeremeh (2016) found that recognition significantly improved performance outcomes. Imran et al. (2025) reported that appreciation positively influenced employee motivation and productivity. Additionally, Gallup (2023) found that employees who feel recognized are more engaged and less likely to leave their organizations. Engagement is directly correlated with lower absenteeism and higher productivity, further demonstrating cost-effectiveness.

Local data reinforces these findings. “Survey responses indicated increased job satisfaction among recognized employees (St. Louis County Sheriff’s Office survey data, personal communication, February 28, 2026).” Such outcomes demonstrate how even modest recognition initiatives can strengthen professional culture and promote skilled development. When officers and civilian staff feel valued, they are more likely to pursue advanced training, mentorship opportunities, and leadership roles, thereby enhancing the agency’s internal talent pipeline.

Conclusion​

This study examined the impact of structured recognition initiatives on morale, organizational commitment, and retention within law enforcement. The findings, supported by established motivational theories and contemporary organizational research, indicate that recognition can positively influence employee engagement when implemented thoughtfully and fairly. Intrinsic recognition, such as meaningful feedback, professional development opportunities, and daily acknowledgment of effort, plays a particularly important role in reinforcing professional identity and purpose. Extrinsic recognition, including formal awards and public ceremonies, remains valuable when aligned with transparent criteria and organizational values.

However, recognition programs are not without risk. Perceptions of favoritism, inequity, or political influence can quickly undermine trust and morale. Overreliance on tangible rewards may unintentionally weaken intrinsic motivation if not balanced with authentic appreciation. Recognition cannot substitute for effective leadership, fair policies, adequate staffing, or competitive compensation. Instead, it must function as part of a broader organizational strategy grounded in transparency, accountability, and consistent leadership engagement.

Leadership training emerged as a critical factor in program effectiveness in this research. When supervisors understand the motivational theories, equity principles, and emotional intelligence, recognition is more likely to be perceived as sincere and meaningful rather than procedural. Agencies that embed recognition within leadership development and organizational culture are better positioned to foster resilience, strengthen affective commitment, and reduce voluntary turnover.

Ultimately, employee recognition programs alone will not solve the complex organizational challenges facing modern policing. However, when strategically designed, transparently administered, and supported by strong leadership, they can serve as a valuable component of workforce stability efforts. In a profession where service, sacrifice, and professionalism define daily work, consistent and equitable recognition reinforces the message that those contributions matter. Strengthening morale through authentic appreciation not only benefits individual officers but also enhances organizational cohesion and long-term agency effectiveness with all staff.

Overall, employee recognition programs are a cost-effective leadership strategy that appears to strengthen morale, may enhance retention, and reinforce professional culture in law enforcement agencies. Grounded in equity theory, organizational commitment theory, selfdetermination theory, and transformational leadership principles, recognition influences human factors, supports intelligent team development, and stabilizes organizational subsystems. Agencies facing recruitment and retention challenges should implement structured recognition as a strategic investment in long-term organizational effectiveness.

References

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Physical Fitness Standards in Law Enforcement

Sergeant Robert Dean White Jr, Lafayette Police Department

Corporal Vintel Thomas, Lee County Sheriff’s Office

National Command & Staff College, Session #034

March, 2025​

Abstract

            This paper argues for the implementation of a mandatory, job-related physical fitness standard for law enforcement officers as a critical component of officer safety, public protection, and long-term agency sustainability. We will highlight that without structured fitness expectations, many officers experience declining cardiovascular health, rising obesity, and increased injury and illness, all of which impair performance during high-stress or physically demanding calls and elevate liability for agencies. The paper emphasizes that a standardized, validated fitness test, linked to essential tasks, can improve decision-making under stress, reduce injuries, and extend officers’ careers and lifespans.  Drawing on data from tactical populations and policing statistics, the work shows that higher aerobic capacity and muscular endurance correlate with better task performance, lower physiological strain, and reduced risk of cardiovascular events. We outline a practical, tiered implementation plan involving leadershipdriven policy, union and line-officer engagement, remediation pathways, and careful legal and Americans with Disabilities Act/Equal Employment Opportunity Commission (ADA/EEOC) compliance. The paper concludes with a call to action for chiefs, sheriffs, and command staff to institutionalize fitness as a core job requirement alongside firearms proficiency, supported by protected physical training (PT) time, wellness resources, and ongoing data tracking to ensure lasting, generational change.

Introduction

Fitness improves cardiovascular and breathing efficiency, so in a critical situation, your heart rate and blood pressure are less likely to spike into a range where you tend to get tunnel vision and thinking becomes impulsive.  If not actively engaged in some type of physical fitness activity, many officers experience declining fitness, rising obesity, and related health issues over the course of their careers, despite the demanding nature of the job.  This lack of physical fitness leads to higher levels of stress during situations with physical demands, potentially causing poor decision-making.  Poor decisions in high-stakes situations can lead to lawsuits, potentially costing agencies large amounts of money or even officers' livelihoods.  Implementation of a jobrelated physical fitness standard tied to essential tasks (e.g., timed runs, push-ups, sit-ups) for all sworn personnel will help motivate or mandate officers to maintain some level of physical readiness.  Their physical readiness will ensure that they are more ready both physically and mentally when encountering situations that are high-risk.  This will also help develop a healthy outlet for stress relief, as well as benefit officers' post-agency employment.  Officer safety, public protection, long-term health, and agency liability are all affected by an officer's level of fitness.  

Leadership Significance for this Project

When instituting a physical fitness plan, leaders should begin with an honest self assessment to determine their own commitment and alignment with the agency’s values. The plan’s core principles must reflect the organization’s mission at every level. According to Anderson (2017), “Without careful and accurate assessments of needs, wants, and problems in a team, organization, or community, there can be little or no effective targeted intervention.  Goals must be accurately and specifically stated, and programs implemented so that targeted problems are solved and perceived needs are met.” Authenticity is essential, so leaders must model the standards they expect, not only by following the rules but by embodying the spirit of fitness and professionalism in their daily conduct. Transparency sustains accountability; it ensures expectations are applied consistently and that the program fosters trust, development, and resilience rather than resentment.  To encourage participation, leaders should rely on persuasion rather than coercion, framing physical fitness as an investment in health, safety, and teamwork. They must ask what would truly motivate officers to engage, what incentives or forms of support can the agency offer to reinforce a standard that could one day save their lives or their partners in high-stress situations requiring peak physical performance. Motivation often stems from meaningful rewards or consequences, and leaders should balance these through both transactional and authentic leadership approaches.

Agencies have a duty to act as servant leaders in that they have the officers’ long-term best interests in mind (Scott, 2017), much like a parent ensuring a child’s safety. Just as ballistic vests are mandatory for protection, physical fitness should be viewed as a non-negotiable requirement, not a recommendation. Chiefs, sheriffs, and command staff can embed fitness as a core job responsibility on par with firearms proficiency by integrating it into policies, culture, and performance systems. Supervisors reinforce this expectation by leading through example, dedicating time to training, and normalizing improvement.

In 2024, the Lafayette Police Department’s Training Section assessed physical readiness across nearly every officer, totaling about 200 participants, including 27 lieutenants and captains. Although senior leaders had a higher failure rate than sergeants and below, their nearly 100% participation demonstrated strong commitment and credibility.  This is what leading from the front looks like and must be ingrained in the culture of the agency for continued positive results.  Ultimately, effective leadership meets the growing need for mentally and physically resilient officers by inspiring proactive engagement in health and fitness. Grounded in transformational leadership theory, this approach builds lasting cultural change through vision, motivation, and shared purpose.  

Using this style of leadership requires leaders to take on the mindset of a teacher. Teachers influence foundational learning and applicable principles of concepts that help students be better. Leaders should focus more on the influential side of physical fitness integration and participation rather than the side of learning. Learning will come over time. Leaders who inspire their officers to accept, support, and participate in physical fitness exercises demonstrate transformational leadership. Meaning that they are first to sweat and are last to leave the field. This requires leaders to obtain idealized influence from their officers, peers, and superiors, inspire motivation amongst the rank and file, and actively seek out individual considerations from their officers, being humbly receptive to feedback that officers would like to express about the physical fitness program within the agency (Kim, 2021).

Implementing in a Police Agency

Implementing mandatory physical fitness standards in law enforcement requires a collaborative, tiered approach rather than top-down enforcement, which often meets resistance, especially when it impacts jobs or pay.  Start with transparent communication. Explain the "why" using agency-specific data on injuries, workers' compensation, sick leave, and early retirements to demonstrate how poor fitness raises costs in overtime, liability, and staffing shortages, while improved fitness boosts availability and reduces risks.  Frame fitness as holistic readiness, integrating mental health, recovery, and job-related tasks like running, climbing, suspect control, and load carriage, rather than ego-driven body image.  Involve unions, peer leaders, and line officers early in program design to foster ownership, avoiding perceptions of it being imposed by

"that fit admin group."  Draft a clear policy defining:

•       Baseline standards (validated as job-essential).

•       Testing frequency.

•       Remediation plans and consequences for noncompliance.

Secure human resources (HR), legal, ADA/EEOC compliance, and pilot with volunteers, tracking data, feedback, and adjustments before agency-wide rollout with ample lead time (e.g., 1–5 years).  Chiefs, sheriffs, and executives must lead by example, participating publicly in assessments alongside all ranks with no exemptions based on age or title.  Provide resources such as three 1-hour on-duty PT blocks weekly, scheduled by supervisors like any training, with fitness tied to evaluations, specialty assignments, and incentives.

Example Implementation Timeline

Phase	Key Actions	Duration
Prep & Pilot	Data gathering, policy drafting, volunteer testing, and legal review	12 months
Review	Measure inputs/outputs (injuries, sick time, performance)	Post-pilot
Rollout	Agency-wide, with a 90-day grace period post-approval	Ongoing

Monitor pre- and post-implementation metrics (injuries, disability claims, use-of-force incidents, community trust indicators) to prove return on investment (ROI), such as fewer injuries during apprehensions, reduced burnout, and stronger community rapport.  Embed fitness in all performance reviews, like report quality or tactics, ensuring sustained organizational change through cross-functional teams and unified advocacy (Anderson, 2017). This builds resilient officers who deliver safer, more effective service.

Incentives, Time, and Resources

Leadership should integrate physical fitness into the workday schedule whenever manpower and call volume permit. Just as SWAT team members receive dedicated time for PT, every officer deserves similar on-duty opportunities, treating PT as an essential job function, not a personal hobby completed off the clock (Strong, 2019).  Provide structured support like certified coaches, peer fitness leaders, or vetted online programs to help officers design effective routines without starting from scratch. Ensure facilities and equipment are accessible across all shifts. Partner with local gyms, which often offer first responders steeply discounted rates. 

Prioritize activities like martial arts that build both self-defense skills and physical conditioning.  Link incentives, such as assignment priority, specialty unit eligibility, small stipends, extra days off, or public recognition, to meeting and maintaining fitness standards. Leaders must enforce these standards for themselves and their teams, modeling the accountable leadership essential for success.

The military exemplifies this approach with mandatory, non-negotiable fitness standards for all ranks. These standards prevent injuries, ensure peak performance and durability, maintain operational readiness, and prioritize mental and physical health (Headquarters, Department of the Army, 2020). Leaders actively prepare, motivate, and coach soldiers, addressing distractions through mentorship, while tying fitness to promotions, rewards for success, and consequences for failure. Though individual accountability is key, team support drives collective achievement, fostering authentic, transformational leadership.

Lead by Example and Message Relentlessly 

A common belief between Abraham Lincoln and Captain D. Michael Abrashoff was to lead by example (Benthin, 2017).  Requiring command staff and supervisors to adhere to the same baseline physical fitness standards as line officers, while mandating their active participation in PT sessions, visibly demonstrates leadership commitment beyond mere administrative directives like memos or emails.  Use every available communication channel, such as briefings, emails, social media, roll calls, and agency newsletters, to reinforce a unified message: physical fitness directly extends your lifespan, safeguards you, your partners, and the public you serve, and ensures you're always deployable rather than treating wellness as an optional perk or luxury.  Publicly celebrate officers and units that achieve or sustain high fitness levels through awards ceremonies, spotlight features in bulletins, or agency-wide acknowledgments, explicitly tying their success to tangible outcomes like enhanced operational performance, reduced injury rates, and elevated team morale.  Position physical fitness as the cornerstone of an agency's overall vitality and operational agility. Leaders can harness it as a powerful mechanism for officers to manage the chronic stress inherent in policing, elevate motivation and productivity across ranks, and cultivate greater self-awareness, both in highstakes field scenarios and personal life, which sharpens emotional intelligence as a critical driver of professional and personal success. In the end, true effectiveness hinges on each officer's holistic health and personal dedication to weaving fitness seamlessly into their daily routine.

Connect Fitness to Risk, Liability, and Staffing

Supervisors should treat significant, chronic deconditioning like any other readiness issue: identify it early, address it before it becomes a safety or performance problem, refer officers to remedial programs, and document their efforts. From an authentic leadership approach, supervisors must be genuinely concerned with their officers’ wellness (Normore, 2017), not only on the job, where deconditioned officers may become a liability rather than an asset, but also in their personal lives, where wellness matters most.

Upper administration can frame fitness as a retention and recruitment asset: a fit, wellsupported officer typically stays longer, performs better, and attracts like-minded candidates. Physical fitness is essential for team skill development in an agency built on solving complex problems using basic skills and life attributes. A physical fitness requirement would support team collaboration and commitment by reinforcing a psychologically safe and supportive culture and by encouraging constructive conflict resolution.

The team overseeing the physical fitness assessment must ensure that teamwork is consistently encouraged and that officers are psychologically aware of their own fitness levels. This awareness helps produce attainable outcomes related to safety, enables officers to achieve passing scores even after initial failure, and fosters a supportive culture that helps break through the physical barriers faced by those who struggle with physical challenges.

Use of Media

            Law enforcement agencies should proactively embrace modern communication strategies by leveraging both external and internal media channels to promote their physical fitness standards effectively. This approach not only builds public trust but also fosters officer buy-in, positioning the initiative as a forward-thinking commitment to public safety, officer wellness, and fiscal responsibility.

Agencies can utilize local news outlets, social media platforms, and their official websites to spotlight the fitness standard as a vital public-safety and officer-wellness program. For example, sharing compelling stories of officers who have benefited from enhanced fitness, such as quicker recovery from high-stress calls, demonstrates genuine care for both community members and personnel. Emphasizing transparency through live-streamed test demonstrations or infographics that link physical preparedness to reduced injury rates and cost savings on medical claims and overtime further reinforces professionalism. This messaging counters misconceptions, boosts recruitment, and reassures taxpayers that their resources support capable, resilient responders who perform reliably under pressure.

Internally, agency leaders should begin the initiative with face-to-face interaction to build trust and rapport (Benthin, 2017).  But they should also deploy targeted channels like departmental emails, intranet portals, roll-call training videos, and eye-catching posters to clearly articulate the "why" behind the fitness standard, along with its implementation timeline and available supports. These materials can detail how on-duty workout allowances, peer-led wellness challenges, and subsidized gym partnerships make compliance achievable without undue burden. By framing fitness as an investment in personal longevity, such as lowering risks of chronic conditions like hypertension, common in policing agencies cultivate a culture of shared accountability and pride.

A concise, 2–3-minute video featuring real officers executing test events (e.g., push-ups, sprints, and grip-strength assessments) provides tangible proof of feasibility while explaining practical benefits. Narratives could highlight scenarios like sustaining a foot pursuit or safely managing combative subjects, underscoring how peak fitness enables officers to protect the public effectively and return home to their families each shift. Distributing this via multiple channels builds confidence, reduces resistance, and motivates voluntary participation ahead of mandates.

Causes of the Issue

            Long-serving officers often face declining fitness and rising obesity due to shift work, sleep disruption, stress, sedentary patrol or desk time, cultural norms favoring calls and overtime over wellness, and limited access to facilities, nutrition education, or protected workout time. While some factors are unavoidable, officers can manage them through creative strategies, like brief PT sessions during shifts, and financial planning to reduce overtime dependency.

Distinguishing symptoms from root causes is key.

 Symptom – increased injuries, slower foot pursuit response, and higher medical claims.  Causes – lack of enforced standards, inconsistent training, and no post-academy fitness accountability.

Leaders must explain how human factors, like physical conditioning, fatigue prevention, and stress mitigation (Harrison, 2017b), influence fitness standards organization-wide. These factors permeate all police work and are vital for implementing requirements that curb negative outcomes.

-       Physical Conditioning: Builds peak mental and physical performance for on- and offduty demands, enhancing overall well-being.  For example, foot pursuits are a regular occurrence in the law enforcement spectrum. This requires officers to travel a good bit of distance, utilizing stamina, to maintain speeds and ultimately close the gap to apprehend a fleeing suspect. When an officer cannot maintain the necessary stamina, maximizing that VO₂ level, it grants a higher chance for a suspect to evade capture. As mentioned before, we can’t catch them all, but we should at least be in a good enough position to level the playing field. Whereas an officer who regularly participates in a physical fitness program in their agency would build enough physique to maintain steady speeds to orchestrate and coordinate a capture through built agility and peak physical performance out in the field.

-       Preventing Fatigue: Critical in the field, where it can mean life or death for officers or civilians.  In 2024, 68% of officers reported feeling unmotivated or fatigued while on the job (Calams, 2024). This is huge for officer and civilian safety. Officers should be in a space where they are well rested and are highly motivated during their shifts. This is also related to personal lives that can influence sleep and interests outside of the job. Statistics also show that 42% of officers attributed poor work performance to fatigue (Calams, 2024). To ensure peak performance from officers, incorporating a physical fitness requirement will assess current fatigue levels and allow leaders to identify this issue to better assess the physical and mental needs of their officers.

-       Mitigating Stress: Ensures clear judgment, healthy work-life balance, and effective duty performance.  Finding resources to combat work-related stress leads to the inevitable. Incorporating a physical fitness standard is one way an agency can support its officers. In 2024, 71% of officers reported dealing with work-related stress because they were not getting enough sleep (Calams, 2024). There is no secret that this job plays on toll on the mind with the many tragic events that officers face in their lifetime in the line of duty. This nuisance also leads to work-related injuries and impaired decision-making, especially at the leadership level. Incorporating a physical fitness standard will contribute to mitigating work-related stress in the field and at home. This supports the mental and physical agility that officers should possess to work proficiently and rationally in their course of duty.

Leaders support these by actively promoting physical and mental wellness, such as through tailored fitness plans that benefit officers during and after their careers.

Research, Data, and Emerging Influences

Across tactical populations, higher relative VO2 max predicts faster completion of jobspecific simulations such as the Candidate Physical Ability Test (CPAT), load carriage, lift-andcarry circuits, and a higher likelihood of finishing within time limits (Orr et al., 2021).  Furthermore, in firefighters and other tactical personnel, each increment in VO₂ max is linked to improved work efficiency in multi-round task batteries such as deadlifts and loaded carries, and lower physiological strain (heart rate, temperature, ventilatory rate) during these tasks

(Agostinelli et al., 2025).  It has also been shown that higher aerobic capacity is associated with reduced cardiovascular events during exertion, better recovery, and improved tactical decisionmaking under stress in police and fire settings (Conner, 2025).  So, it would appear that across tactical occupations, higher aerobic capacity and muscular endurance are strongly associated with faster completion of essential job tasks, lower physiological and perceptual strain, and reduced risk of musculoskeletal injury.

The following statistics were gathered from Sigma Tactical Wellness on February 25, 2026:

-       40% of police officers are obese, which is 8% higher than the civilian population

(IAM Sigma, n.d.).

-       The average age of a law enforcement officer who experiences a heart attack is 46, compared to the civilian average age of 65 (IAM Sigma, n.d.).

-       The percentage of law enforcement officers who experience a heart attack below the age of 45 is 45% compared to the civilian population of 7% (IAM Sigma, n.d.).

-       The average lifespan of law enforcement is 57, compared to the civilian average lifespan of 79 (IAM Sigma, n.d.).

In order to make this program last for generations to come, it is important for law enforcement leaders to think long-term.  The technology these days is available and everevolving. Wearable tech that tracks blood pressure, VO2 levels, stress levels, etc. are far more readily available.  Fitness tracking apps and wellness platforms can also support ongoing monitoring and coaching throughout the individual officer's progression.  Without violating the Health Insurance Portability and Accountability Act (HIPAA), agencies can potentially gather general statistics to show an overall increase in officer health or make recommendations to the agency if trends are detected that can be detrimental to officers' well-being.  

Political and legislative influence or resistance is bound to arise, especially when you mandate something as a condition of employment.  While it will vary depending on the jurisdiction of each agency, the issue has already been addressed in West Monroe, Louisiana, where a supervisor was passed over for promotion due to a failed PT requirement.  The decision was upheld by the Louisiana Supreme Court in 2003 (Lee v. City of West Monroe, 2005).  North

Carolina State Highway Patrol has a version of the Peace Officers Physical Abilities Test

(POPAT), which is a condition of employment with their agency that must be passed annually.  With the PT test being designed as job-task-based, validated, and paired with support for officers, such as training time and resources, the test will be more defensible when needed.

Future Relevance in Law Enforcement

            It is unfortunate, but today there is less respect for law enforcement officers, and they are challenged more often in the field than ever before. This leads to more frequent resistance and greater use-of-force incidents. Agencies, therefore, need resilient officers who can manage complex, high-stress situations while minimizing injuries to themselves and others. A mandatory physical fitness standard supports professionalism, preparedness, and public trust.

Recruitment and retention also depend heavily on physical fitness. Clear expectations and a wellness-oriented culture can attract candidates who value fitness and help retain healthier, more capable officers over time. Inaction on physical fitness carries serious consequences: higher injury rates, more line-of-duty deaths related to health issues, increased costs, and reputational damage when officers are unable to perform physically (Lockie et at, 2020).

Implementing a physical fitness requirement demands deep cultural change, as it is not the norm in most agencies, and many leaders resist it out of concern for retention. This requires an internal shift in how officers view the physical fitness requirement. Changing officers’ mindsets about wellness may be difficult due to pride and limited interest in physical activity beyond routine duties and occasional altercations. Leaders must instead frame the fitness initiative as a recruiting and retention tool, a way to revamp the agency’s approach to wellness.  Of course, leaders can make fitness mandatory, but forcing compliance without buy-in can backfire, breeding resentment and increased absenteeism. Instead, leaders should emphasize that a physical fitness standard is a step toward improving shifts, organizational performance, and individual well-being. It may sound like a sales pitch, but it is not misleading. Physical fitness is a cornerstone of officers’ holistic health and must be taken seriously.

Designing and implementing a physical fitness plan will require extensive piloting, modeling, and ongoing refinement (Lockie et al, 2020). The plan must be coherent, realistic, and clearly beneficial to officers. Piloting involves agency leaders conducting research and drafting measures tailored to the officers most affected by the new standards. This includes considering demographics, potential health conditions, age distributions, and the overall fitness level of the workforce.  Modeling requires leaders who support the standard to demonstrate for executives and officers what the program will look like in practice, how assessments will be structured, and how officers will prepare. Finally, continuous improvement means leaders must identify weaknesses, resolve practical kinks, and refine the plan throughout the entire implementation phase, ensuring it remains effective and sustainable.

Impact on Function, Agency Size, and Type

            The impacts felt can be broken down by the different divisions of departments.  Patrol impacts will be noticed in fewer lost foot pursuits. We still won't catch them all, but we will catch more.  Struggling with resisting subjects will result in fewer injuries and better outcomes because of the increased ability to keep a clear thought process and work through the problem to come up with a better solution while still in the moment.  Emergency evacuations are another possible example.  During an emergency in a multi-story building where the elevators are shut down, a more physically fit officer can ascend more quickly throughout the building in order to alert or retrieve more people.  On the investigations side, they have a less physically demanding day, but they still require the capability for field operations and high-risk events, being battleready, so to speak.  Also, due to the amount of time spent sitting at a desk, mandating physical fitness will help to counteract the negative impacts of that activity.  The specialized units, such as SWAT, K-9, traffic, narcotics, etc., will be able to raise their standards due to more demanding tasks and a larger but also qualified pool of applicants.

            The impact felt by smaller agencies may be that they have to use simpler tests at regional facilities in a more informal setting to help maintain consistent enforcement of the standards.  A larger agency, however, can develop tiered standards depending on an individual's assignment and invest in dedicated fitness facilities and staff.  The impacts of the rural vs. urban agencies can vary greatly depending on call load, backup times, and terrain to be covered.  The need to shape the test’s design and emphasis on certain job-specific-tasks can vary based on rural vs.

urban environments as well.

Change Agents and Stepping Up to Lead

While some agency members will eagerly embrace a new physical fitness standard from the outset, often because they already maintain consistent personal PT routines, they serve as vital catalysts for broader cultural change within the organization. These early adopters can model the behavior, share their successes, and inspire peers through visible commitment and positive results. Ultimately, however, Chiefs and Sheriffs must take full ownership of the policy and its messaging to drive widespread adoption, setting the tone from the top with unwavering executive support.  Mid-level leaders, such as Lieutenants and Sergeants, play a pivotal role in enforcing standards fairly and supportively, translating policy into daily practice without alienating their teams. They build trust by applying rules consistently, offering constructive feedback, and recognizing progress to reinforce positive habits (Hopkins et al, 2012). Informal fitness leaders emerge organically among peers, mentoring colleagues through encouragement, group workouts, and practical tips that make fitness approachable and sustainable.  Wellness coordinators, union representatives, and medical staff contribute by refining the program iteratively, incorporating feedback on health risks, accommodations, and progressive overload to ensure inclusivity. Together, all change agents advocate relentlessly for protected workout time during shifts, access to quality facilities and equipment, and a coaching-focused remediation approach that prioritizes growth over punishment alone. This collaborative effort turns potential friction into momentum.  

Pilot program data provides actionable insights for early refinements, such as adjusting benchmarks or scheduling based on participation rates and injury trends, which builds buy-in across all ranks by proving the program's value. Leaders must proactively foster a professional culture amid inevitable resistance, embodying core organizational values like discipline and resilience while aligning teams around shared goals of operational readiness and personal accountability.  Effective leaders act tactically with resilience and authenticity, drawing on proven theories like transformational leadership to unite people for agency-wide success. They clearly emphasize the direct link between fitness, officer safety, and peer protection, demonstrating it daily through aligned decisions that prioritize longevity in service, peak physical and mental performance, and reduced liability risks (Hopkins et al, 2020). This strategic investment signals an unequivocal commitment to both personnel well-being and the safety of the communities served, creating a legacy of strength and trust.

Conclusion and Call to Action

            In conclusion, establishing a mandatory, legally defensible, job-task-based fitness standard for law enforcement agencies is essential to safeguard officer safety, protect public welfare, and minimize long-term health risks and liability expenses for the organization.  Such standards directly link physical readiness to critical job demands like pursuits, defensive tactics, and use-of-force scenarios, ensuring officers can perform without undue risk. By grounding requirements in validated task analyses, such as timed obstacle courses mirroring real-world patrol activities, agencies create equity and defensibility against legal challenges, fostering trust among officers and oversight bodies.  Agency leaders should spearhead this through strategic planning, including phased pilots to test protocols, stakeholder buy-in via town halls, and datadriven root-cause analysis of injury trends. Leverage media campaigns and internal communications to build a culture where fitness is non-negotiable, backed by allocated resources like gym access, trainers, and policy mandates with progressive discipline for non-compliance. Officers and executives alike must commit to this shift, piloting standards tailored to their agency's mission while tracking outcomes like reduced workers' comp claims and improved morale. Ultimately, a robust fitness program elevates performance, resilience, and public confidence in law enforcement professionalism.

References

• Agostinelli, P. J., Bordonie, N. C., Linder, B. A., Robbins, A. M., Jones, P. L., Mobley,C. B., Miller, M. W., Murrah, W. M., & Sefton, J. M. (2025). The effect of fitness on performance, exertion, and cognition during occupational tasks in  firefighters. Healthcare, 13(12), Article 759. https://doi.org/10.3390/healthcare13121759
• Anderson, T.  (2017).  Team and organization development skills. Module 10, Learning Area 2. National Command & Staff College.
• Anderson, T. (2017). Every officer is a leader. Module 11, Learning Area 2. National Command and Staff College.
• Benthin, G. (2017). It’s your ship.  Module 9, Learning Area 1.  National Command and Staff  College.
• Calams, S. (2024). ‘Perpetually tired': What police officers are saying about fatigue in the ‘what cops want’ survey. Police1. https://www.police1.com/what-cops-want/perpetually-tiredwhat-police-officers-are-saying-about-fatigue-in-the-what-cops-want-survey
• Conner, M. (2025). The operational value of aerobic capacity in public safety: Why VO₂ max still  matters. Frontline Mobile Health. https://frontlinemobilehealth.com/the-operationalvalue-of-aerobic-capacity-in-public-safety-why-vo₂-max-still-matters/
• Harrington, R. (2017a). The organizational change battle plan. Module 8, Learning Area 4. National Command & Staff College.
• Harrington, R. (2017b). Human factors. Module 1, Learning Area 3. National Command and Staff College.
• Headquarters, Department of the Army. (2020). HOLISTIC HEALTH AND FITNESS (Headquarters, Department of the Army, Ed.) [Review of HOLISTIC HEALTH AND 
• FITNESS]. https://armypubs.army.mil/epubs/DR_pubs/DR_a/ARN44522-FM_7-22-002-
• WEB-7.pdf
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• Lee v. City of West Monroe, 39,611 (La. App. 2 Cir. 5/11/05). 
• https://caselaw.findlaw.com/court/la-court-of-appeal/1278878.html
• Lockie, R. G., Dawes, J. J., Maclean, N. D., Pope, R. P., Holmes, R. J., Kornhauser, C. L., & Orr, R. M. (2020). The Impact of Formal Strength and Conditioning on the Fitness of Law Enforcement Recruits: A Retrospective Cohort Study. International journal of exercise science, 13(4), 1615–1629. https://doi.org/10.70252/MTCY9871
• Normore, A. (2017).  Approaches to leadership. Module 2, Learning Area 1.  National Command  & Staff College.
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Invisible Wounds: The Impact and Recovery of PTS in Public Safety

Communications Center Supervisor Jason Matthias, St. Lewis County

Sergeant Joshua Watkins, Orange Beach Police department

National Command and Staff College, Session #34

March 2026

Abstract

While the average person encounters two to three critical incidents in their life (Pearce, 2021), public safety professionals will be exposed to an average of 178 throughout their career (Chopko et al., 2019; Weiss et al., 2010).  Specifically, it is said that a police officer will experience an average of 3.5 traumatic events for every 6 months of service (Hartley et al., 2013). Averaged over a 30-year career, this results in exposure rates that are over 200% more than an average person will experience in their lifetime. In fact, some studies suggest the number of traumatic events experienced in a career are between 800 and 900 (Rhodes 2026, residency).

This repeated exposure can lead to a variety of health issues and, if left untreated, can further develop into a Post-Traumatic Stress (PTS) diagnosis. The purpose of this research paper is to address the effects of the traumatic events present in the careers of Public Safety professionals as well as the barriers that are still present for many when disclosure and treatment carry cultural and organizational stigma. We will also discuss the approaches to intervention, peer support programs, reintegration, and recovery programs that are emerging in Public Safety, as well as the role that our leaders have in providing awareness, acceptance, and recovery.

Introduction

Post Traumatic Stress (PTS) has become one of the most pressing occupational health challenges for public safety professionals, especially those in law enforcement. As a result, PTS and related mental health conditions represent significant and ongoing issues. These issues affect not just the individual officers, but also their families, their agencies, and the communities they serve.  

While previously referred to as Post Traumatic Stress Disorder (PTSD), recent efforts have aimed to de-stigmatize the condition, leading a shift in perspective that stress is not a disorder, but an absolute occurrence of the profession.  To this end we will be using Post

Traumatic Stress (PTS) in support of these efforts.

Research shows that public safety professionals face much higher rates of mental health challenges than the general population (Santre, 2024). Repeated exposure to both operational and organizational stress leads to cumulative psychological harm. Operational stress comes from responding to violent crime scenes, shootings, fatal accidents, and domestic violence cases. Organizational stress involves shift work, overtime requirements, administrative pressures, lack of support from supervisors, and public criticism. Together these burdens impact officers both physically and mentally. In many agencies, there is limited understanding of mental health issues and a culture that resists treatment, discouraging members from seeking help. As a result, unresolved trauma often affects a variety of human factors, including trouble sleeping, anger, conflicts in relationships, alcohol misuse, or emotional withdrawal.  The effects of stress on these human factors can lead to dramatic hormonal, physiological changes over which we have little control (Harrington, 2017).

If PTS and related mental health conditions remain untreated, the long-term effects are severe. Cumulative psychological distress can affect emotional regulation and self-control, which are essential for effective and ethical law enforcement. Over time, untreated mental health problems may also lead to poor physical health, including heart disease, weakened immune response, and metabolic problems. Most concerning is the higher rate of suicide among law enforcement officers. Suicide is often connected to untreated depression, repeated trauma, stigma, and fear of consequences when seeking help. These outcomes show why there is an urgent need for prevention and recovery programs.

A critical factor contributing to this crisis is the lack of comprehensive organizational wellness programs and strong peer support systems. Although some agencies have started wellness initiatives, many do not offer regular psychological check-ins during an officer’s career or confidential peer support. The culture in law enforcement still promotes stoicism, selfreliance, and emotional suppression. While resilience and calm are necessary in emergencies, the lack of psychological recovery increases stress over time. If agencies do not encourage helpseeking, stigma continues, and officers may delay getting support until their problems are serious.

To understand PTS and recovery, it is important to define stress and its physical effects. Stress is the body’s natural response to threats or demands. When someone experiences stress, the nervous system triggers the fight or flight response. The body releases stress hormones like adrenaline and cortisol, which increase heart rate, raise blood pressure, speed up breathing, and send energy to the muscles. At the same time, less urgent functions like digestion and immune response are put on hold. This immediate response is necessary for survival during critical incidents.

Issues arise when this stress response remains active and adequate recovery time is not allotted.  The component of the nervous system responsible for promoting relaxation and facilitating digestion helps restore the body to a balanced state following stress.  The heart and immune systems are affected, and brain circuits related to fear and threat become oversensitive.

Over time, these changes affect memory, emotional regulation, and decision-making.  

Public safety workers are more vulnerable because they deal with stressful events more often than the general population. Because of the volatility, uncertainty, complexity and ambiguity (VUCA) their jobs require constant awareness, concentration, communication, and sound judgment. Chronic stress also lowers emotional intelligence, which is the ability to understand, manage, and respond to emotions in oneself and others. When emotional intelligence is weakened, it can damage relationships with the community and undermine public trust.

This research paper looks at how PTS affects public safety employees and explores how recovery is possible. It defines the extent of human trauma in law enforcement, examines the physical and mental effects of stress, considers what is missing in current wellness and support programs, and highlights evidence-based programs that some agencies are beginning to initiate. By looking at both personal and organizational solutions, this research shows that supporting officer mental health is not just the right thing to do but is also essential for public safety. Embedding wellness into the culture of organizations is a key step to protecting those who protect our communities.

Impact of PTS on the Individual

Public safety personnel face a higher risk of developing post-traumatic stress (PTS) than the general population (Substance Abuse and Mental Health Services Administration [SAMHSA], 2018). In policing, PTS often develops through cumulative exposure to trauma rather than a single critical incident.

Common PTS symptoms encompass hyperarousal (such as sleep disturbances, irritability, and an exaggerated startle response), intrusive memories, emotional numbness, and feelings of detachment. These symptoms can significantly impact job performance. Hypervigilance may lead to misinterpretation of ambiguous situations as threats, and emotional numbness can diminish empathy and flexibility during de-escalation efforts. Additionally, sleep disturbances and fatigue can impair memory, judgment, and impulse control. As a result, PTS is not only a mental health concern but also an operational readiness issue.  When symptoms interfere with attention, emotional regulation, and decision-making, officer safety and public safety may be compromised.

PTS is also associated with significant physical health risks. Research shows that chronic stress related to PTS can disrupt the body’s stress-response systems, contributing to inflammation, cardiovascular strain, metabolic dysfunction, and other long-term health problems (Sumner et al., 2023). Individuals with PTS face increased risk of hypertension, cardiovascular disease, metabolic syndrome, and chronic pain conditions.

For public safety employees, these physical effects have direct occupational implications. Poor sleep, chronic fatigue, and cardiovascular strain can reduce stamina, slow reaction time, and impair situational awareness.  In high-risk or rapidly changing situations, particularly within a VUCA environment, even minor reductions in physical readiness can elevate the risk of injury or decision-making errors.

The close connection between psychological trauma and physical health highlights the need for early intervention, regular health monitoring, and integrated wellness programs within public safety agencies.

Social and Family Effects

PTS symptoms often not only affect the individual officer but also their family. Irritability, withdrawal, avoidance behaviors, and emotional detachment can strain communication and intimacy within relationships. Research shows that higher levels of PTS symptoms are linked to increased partner distress and relationship conflict (Renshaw et al., 2011).  Family strain can also slow recovery. Social support is one of the strongest protective factors against chronic PTS (Kaye, 2017). When relationships are tense or conflict-filled, that protective buffer is weakened. Conversely, supportive family relationships can encourage participation in treatment and healthy coping strategies.  Because of this, trauma-informed approaches increasingly include family education and communication support to strengthen resilience at both the individual and relational levels.

Dual Diagnosis

PTS among public safety personnel frequently occurs alongside other mental health conditions. Depression, anxiety, and substance use disorders commonly co-occur and interact with PTS symptoms (SAMHSA, 2018). Depression can intensify feelings of hopelessness and emotional numbness. Anxiety may increase reactivity and threat sensitivity. Substance use is sometimes used as a means to manage intrusive memories or sleep problems.

When these conditions occur together, they further impair occupational functioning. Depression reduces concentration and motivation, anxiety increases physiological arousal, and substance misuse affects judgment and coordination. These combined effects can increase risks to officer safety, colleagues, and the community.  For this reason, treating PTS alone may not be sufficient. Comprehensive assessment and integrated treatment approaches are essential to support long-term recovery and maintain effective job performance.

Impact of PTS on the Organization and Community

PTS affects more than just the individual and creates significant consequences at both the organizational level and within the wider community. When left unaddressed, PTS impacts operational strength, workplace culture, public trust, and increases legal risks. Understanding these effects is essential for developing law enforcement systems that are resilient, ethical, and centered on community well-being.

Impact of PTS on Operational Performance

PTS directly affects how officers think, manage their emotions, and make decisions.

Symptoms involving hypervigilance can reduce focus, slow reaction times, and impair judgment

(American Psychiatric Association, 2022). Minor declines in mental clarity can affect communication during tense situations and threat assessment. Studies show that law enforcement officers exposed to repeated trauma often suffer from higher rates of burnout, absenteeism, and reduced job performance (Violanti et al., 2017).

The problem is worsened when untreated PTS leads to presenteeism, meaning officers are physically at work but unable to perform at their best. It can also cause early retirement and disability claims. Staff shortages and turnover reduce institutional knowledge and increase stress on remaining employees, making the situation even more difficult. This ongoing cycle weakens the organization’s ability to cope with stress. However, agencies that offer structured peer support, confidential counseling, and help after critical incidents report better recovery and improved performance (Papazoglou & Andersen, 2014). Making mental health support part of daily operations is not just a wellness initiative but a strategic necessity.

Impact of PTS on Culture and Institutional Impact

The culture within organizations shapes whether PTS is addressed or ignored. Traditional police culture can discourage officers from asking for help. Fear of stigma or career impacts may lead officers to hide their symptoms, often waiting until their issues result in misconduct or withdrawal (Papazoglou & Andersen, 2014).  If trauma is ignored, it can create a culture of cynicism, emotional detachment, and even oppositional views toward the public. Chronic stress in the workplace is linked to decreased empathy and increased burnout, affecting how supervisors lead and how officers interact with citizens (Violanti et al., 2017). Over time, these changes can lower morale and make it harder to recruit and keep good officers.

Trauma-informed models offer an alternative. Leadership that prioritizes psychological safety, conducts regular wellness assessments, and ensures accessible mental health resources fosters an environment where seeking support is actively encouraged. A trauma-informed approach recognizes the impact of personal and systemic trauma on individual behavior, decision-making, and workplace relationships.  When psychological care is seen as a part of officer safety, it builds trust in the institution and strengthens professional identity.

Impact of PTS on Public and Community Safety

Organizational issues caused by PTS can also impact community safety. When officers experience increased threat perception and struggle with emotional regulation, there is a greater risk that encounters in uncertain situations may escalate (APA, 2022). While most officers manage stress responsibly, widespread untreated trauma can result in more complaints about excessive force and negative interactions with the public.

Public trust is crucial for effective law enforcement. Research shows that when police mental health is not addressed, it can reduce the quality of service and how the public perceives the police (Jetelina et al., 2020). If community members see officers as reactive or disengaged, they are less likely to cooperate, report crimes, or help solve problems. The breakdown of trust undermines proactive safety efforts.

On the other hand, when departments invest in officer wellness and provide clear accountability, it builds public confidence. Collaborating with mental health professionals and being transparent about wellness programs shows the community that the agency cares about both officers and citizens. Supporting PTS recovery improves the foundation of trust necessary for public safety.  

Impact of PTS on Legal and Liability Considerations

Neglecting to address PTS can result in significant legal and financial challenges. Litigation related to excessive force, wrongful termination, or workplace discrimination frequently assesses whether an organization has taken appropriate measures to manage jobrelated trauma. Additionally, workers’ compensation claims, disability retirements, and settlement payments can impose considerable expenses on agencies.  Departments that fail to offer adequate training, confidential reporting options, or mental health resources may be seen as negligent.  Research also links officer stress and burnout with more complaints and disciplinary issues, raising the risk of legal action (Jetelina et al., 2020).  From a risk management standpoint, having clear wellness policies, documented post-incident support, and supervisory training in trauma recognition shows the agency is doing its duty. Investing in prevention and recovery not only protects staff but also minimizes organizational risk.  

The Impact of PTS and the Future of Law Enforcement

The future of law enforcement depends on workforce models that recognize mental health as a core priority. As calls for accountability and transparency grow, agencies must equip officers to handle increasingly complex social challenges. Untreated job-related trauma damages performance, culture, and community trust, while structured support systems build resilience and legitimacy (Papazoglou & Andersen, 2014; Violanti et al., 2017).  Addressing PTS throughout the organization shifts the focus from an individual health problem to a strategic objective. Agencies that adopt trauma-informed leadership and proactive wellness will be better prepared to maintain effectiveness and public trust as the demands on public safety continue to evolve.

Barriers to Disclosure and Reform

Even as awareness grows in public safety, major barriers still stand in the way of speaking up, seeking treatment, and making lasting change. These obstacles exist at every level and overcoming them requires leadership, institutional accountability, and evidence-based reform.  Stigma is one of the biggest reasons people hesitate to disclose mental health struggles. In public safety, the culture often values toughness, emotional restraint, and reliability. While these qualities can help teams work well together, they often discourage people from admitting when they’re struggling. Officers may worry about being seen as unstable, losing chances for promotion, or being removed from special assignments. These fears mirror wider beliefs about mental illness and, as research shows (Corrigan & Rao, 2012), results in people being much less likely to seek help or get effective treatment. When trauma is hidden, it can eventually lead to burnout, poor behavior, or conflicts with others.  To effectively reduce stigma, executive leadership should openly endorse mental health support and organizational policies should clearly communicate that seeking help will not negatively impact career advancement.

Unequal Access to Trauma-Informed Clinicians

Even when someone wants help, access to mental health professionals who specialize in understanding the effects of trauma is inconsistent. Smaller or rural agencies may not have connections with providers familiar with first responder work and long-term exposure to stress and violence. Without this expertise, officers may drop out of treatment. Trauma recovery, according to Herman (2015), requires safety, trust, and culturally informed care. When counseling services don’t reflect real-world needs, these foundations are weakened. To justly and reliably serve all officers, agencies should expand telehealth, create better referral networks, and include trauma-inform providers in wellness programs.

Proactive vs Reactive Organizational Responses

Many organizations only offer support after a crisis occurs, treating PTS as a rare event rather than a risk of the job. Proactive agencies, on the other hand, provide regular wellness screenings, resilience training, and confidential mental health resources as part of daily operations. Deep, lasting change takes more than a few programs.  It calls for a cultural shift toward psychological safety and emotionally intelligent (EQ) leaders who possess the five pillars of EQ including self-awareness, self-regulation, self-motivation, empathy and social skills.  By openly encouraging help-seeking, investing in the growth of personnel, and tying mental health to officer safety, agencies can show that true strength means adaptability and accountability. This transformation not only helps people recover, but it also strengthens professional culture and builds public trust in law enforcement.

Recovery and Prevention Strategies

With increasing research into the causes and impacts of stress that may lead to mental health issues among public safety personnel, particularly law enforcement officers, many agencies are adopting proactive measures. According to Bureau of Justice statistics, as of 2022,

60% of all law enforcement agencies offered at least one formal wellness program.  Additionally, 93% of agencies with 100 or more sworn officers provided at least one wellness program, compared to 57% of agencies with fewer than 100 sworn personnel (Goodison, 2026).  

Agencies are actively working to reduce stress through the implementation of Critical Incident Stress Management (CISM) teams.  These teams, composed of specially trained mental health professionals, provide psychological and emotional support to responders following traumatic or high-stress events, typically through the scheduling of a Critical Incident Stress Debriefing (CISD).  These formal debriefings serve as crisis interventions aimed at reducing the traumatic impact of an event by fostering a connection between people who went through the same experience, increasing effective coping, and trauma education after the stressful event (Marschall, 2026).  

Developed by Dr. Jeffrey Mitchell, CISDs are scheduled within 48-72 hours of the occurrence of the incident (Mitchell, n.d.).  All individuals involved in the incident, from the initial 911 call taker to the final responder on scene, are invited and encouraged to attend.  Additionally, CISM team members provide education to participants regarding the signs of stress and their potential effects, with the goal of increasing awareness and supporting individuals in recognizing how these experiences may be impacting them beyond typical responses.  Typically structured in phases, a CISD begins with introductions and expectations, followed by a review of the incident.  Participants are then encouraged to share any thoughts, emotions, or reactions that each may be experiencing.  The debriefings then move toward the recovery phase in which the CISM team members discuss the importance of identifying any symptoms that anyone may be experiencing while also providing information regarding the effects of trauma, stress, and, most importantly, coping skills to help alleviate those symptoms that might begin to adversely affect someone from processing the event.   

In addition to debriefings, agencies have also implemented defusings as initial steps in addressing the effects of stress after a traumatic incident.  Serving as an immediate check-in with responders, ideally before their shift concludes, defusings differ from debriefings in their length of time, structure, and goal.  They are also scheduled in a more immediate time frame, often within 1 to 3 hours of the event – many times during the same shift of occurrence.  Defusings also differ in that, while still facilitated by a trained member of the CISM team they are less structured and inclusive, typically held for homogeneous groups to focus on that specific discipline’s response to the event.  As such it is not uncommon where one incident may have one defusing for the Law Enforcement officers and another for the Medical providers.  The specific goal of the defusing is to address any acute stress and serves as a starting point in acknowledging, discussing, and properly recovering from the effects of stress before they begin to adversely impact the responders.

Further studies of the effects of stress on public safety officials has also led to comprehensive re-integration programs designed to help those who have been off work, or recently engaged in a critical incident, to return to normalcy in the work setting by providing support and training in conjunction with services provided by their health care provider (Jones et al., n.d.).  One such initiative, created by the Edmonton Alberta Canada Police Service (EPS), incorporates a structured, phased process aimed at addressing the specific stressors that responders may experience while on duty.  

Consisting of both short-term and long-term programs the EPS, in conjunction with mental health professionals, has created peer-driven programs designed to ensure their employees return to their positions, at a pace that is dictated by the responder who is being treated, while diminishing the potential for long-term psychological injury (Klose & Mooney,

2019). 

An example of a short-term program designed to support an officer's reintegration following an officer-involved shooting or other serious use-of-force incident would typically begin approximately one week after the event with an initial meeting between the officer and peer instructors.  During this phase, the officer is provided with an opportunity to share their experience and express current concerns, allowing instructors to identify areas that may require additional attention throughout the program.  In cases involving the discharge of a firearm, the next step in the reintegration process is to physically reintroduce the officer to their weapon. This may include activities such as handling, disassembly, or dry firing, conducted at the officer’s own pace during phase two.  Once confident in progressing to the next stage, the focus shifts to acclimating the officer to the sounds associated with the incident, including gunfire and other related noise.  The officer initially positions themselves at a safe distance from the noise sources and gradually moves closer toward the sounds encountered during the incident.  Upon achieving comfort with this process, the officer advances to live fire drills and scenario-based exercises, designed to further regain confidence and comfort.  Phase 5 focuses on the officer’s comfort and confidence with their weapon as well as feeling in control of themselves, the suspect(s) and the situation presented in scenarios.  Phases 6 and 7 mark the final stage of reintegration, during which the officer re-engages with the agency’s standard training, completes their qualification, and resumes their regular duties. Follow-up assessments are conducted at one month, three months, and one-year anniversaries of the incident, during which the reintegration team offers ongoing support as needed (Edmonton Police Service, 2019.

For those officers returning to work after a PTS diagnosis or another long-term absence a more long-term reintegration plan is offered.  With the approval and guidance of psychologists and psychiatrists the programs include additional skill building and exposure therapy – often through accessing locations that may serve as stressors for the officer such as a police station, courtroom, or the scenes of past traumatic events. 

            In an undated report highlighting EPS’s short- and long-term programs, several milestones were shared.  The report, using data from 2015, showed a 70% reduction of lost workdays in those diagnosed with either PTS or other anxiety/neurotic disorders.  Additionally, of the 97 EPS employees that had gone through the short-term program, 100% of them successfully returned to their positions (EPS, n.d.).

            Public safety agencies across the nation are also establishing peer support teams.  While informal peer support has been a common practice, the implementation of structured peer support teams provides a professional and accessible resource for individuals to consult with colleagues who have a thorough understanding of the specific stressors associated with their roles, particularly when addressing stress-related concerns.  Peer support teams occupy a support niche that cannot be readily filled by either an Employee Assistance Program (EAP) or health plan provisions (Digliani, 2014).  In fact, in his writing, Police and Sheriff Peer Support Team Manual, Digliani states that many agencies dismiss the need for Peer Support teams because their agencies already have access to jurisdiction-wide EAPs and most agency health insurance plans include a psychological counseling provision.  Digliani argues that, while EAPs and counseling provisions represent advancement in the delivery of counseling and preventative services, they do not necessarily meet the specific needs of many of those within public safety

(2014).  In smaller or more rural agencies where availability and proximity may pose challenges, the agency's peer support team offers enhanced access. Just as public safety organizations have developed Crisis Intervention-trained officers to assist community members experiencing mental health crises, it is essential to prioritize support internally.  Much like Crisis Intervention Teams (CIT) reduce stigma and improve crisis outcomes (Normore, 2017), an agency’s peer support team concentrates these efforts toward its own personnel. Within the St. Louis County Minnesota Sheriff’s Office there is a Peer Support team of approximately 40 individuals throughout all divisions of the Sheriff’s Office.  Designed in conjunction with Northland Psychological Services, the team is trained to provide several resources when an employee is facing personal or professional stress.  

Operating under the guidelines of Minnesota State Statute (181.9731), the team is trained in providing emotional support and guidance as well as confidential referrals to a public safety focused counselor.  All divisions and ranks are represented by at least one member of the team, allowing an employee to reach across division lines if so desired.  

            Additionally, through the partnership between the St. Louis County Sheriff’s Office and Northland Psychological Services, the agency is now adopting a more proactive approach to supporting the mental well-being of its employees.  Annual “check-up from the neck up” appointments are now required for all department members, regardless of their division.  Employees will receive a list of public safety-focused counselors and are expected to schedule a one-hour appointment.  In addition to this initial session, employees are eligible for four additional complimentary sessions to be used throughout the year.  These sessions can be with the same counselor or different providers, based on the employee’s preference.  All sessions are confidential, free of charge, and tailored to address the topics the employee wishes to discuss.  As these sessions are mandatory, it helps to reduce associated stigmas, promoting a culture where seeking support is normalized rather than associated with weakness or incapacity.  While naysayers still exist, the program is highly regarded by most employees.

The implementation of this program reflects the department’s commitment to fostering a resilient, healthy, and high-performing workforce.  By integrating mental health initiatives into routine operations, the department demonstrates that psychological readiness is as critical to professional competency as physical preparedness or technical proficiency. 

 Preliminary outcomes have shown enhanced morale, increased workplace engagement, and a reduction in mental health–related absenteeism.  Over time, the department anticipates that this initiative will contribute to sustained employee well-being, improved retention, and strengthened community trust through a more focused and supported workforce.

In the long term, the Sheriff’s Office seeks to establish a comprehensive model of mental health support that can serve as a standard for other law enforcement agencies.  The program’s continued development aims to build lasting institutional resilience and ensures that personnel at every level have access to consistent, evidence-based care throughout their careers.  Some possible enhancements to the program might include the leveraging of technology and social media in the form of a confidential email address in which personnel can ask for assistance from an agency’s peer support team, private social media groups where members can share their experiences, and the printing of QR codes that will link the audience to an internet or intranet site with information regarding trained clinicians.

The Importance of Leadership

            Whether it is a peer support team, reintegration program, or other wellness initiatives, these efforts do not exist without the buy-in from the leaders serving as agents of change within these organizations.  Not only do today’s leaders need to have the vision to initiate these programs, they must also train and develop their officers in recognizing, accepting, and addressing mental health concerns.  Among the approximately 175 million Google search results for “what is leadership,” it becomes evident that effective leadership entails inspiring and motivating a team toward shared goals.  Without consistent engagement and commitment from leadership, even well-designed programs risk becoming symbolic gestures rather than drivers of meaningful change. More importantly though, it is the ability of the leader to adapt several leadership styles while navigating the implementation, improvement, and utilization of these programs.

Transformational leaders understand the core purpose and values of the organization, as well as those of its members.  They support new perspectives aimed at enhancing existing systems, recognizing the impact of organizational culture, and identifying areas for improvement (Long, 2017).  In organizations that do not currently offer wellness programs, a transformational leader would collaborate, design, and implement such programs while fostering enthusiasm and staff engagement in their development and use.  Transformational leaders remain open-minded and innovative, encouraging new ideas and approaches that strengthen the organization.  When stigmas around mental health treatment persist, it is this leadership style that helps dismantle barriers through authenticity, integrity, and inspiration—motivating others to view wellness not as a weakness, but as a vital component of sustained performance and resilience.

Credible leadership supports interpersonal exchange, and is inspirational, passionate, and enthusiastic (Long, 2017).  Just as transformational leaders inspire a shared vision and reduce stigma around wellness and mental health, credible leaders help propel an agency through goal achievement by increasing buy-in from those within the agency. Both transformational leadership and credible leadership skills are instrumental when affecting a cultural shift within the organization.

Many aspects of Servant leadership are also crucial for effectively supporting, implementing, and maintaining programs that promote employee well-being. Initially introduced by Robert K. Greenleaf in his essay "The Servant as Leader," the concept defines a servant leader as one who prioritizes the development, satisfaction, and overall well-being of their team members (Greenleaf, 1970).

Servant leadership emphasizes qualities such as empathy, active listening, and stewardship, encouraging leaders to see their primary role as serving those they lead.  In the context of law enforcement, this approach is particularly significant.  Leaders who embrace servant leadership recognize that the health and morale of their personnel directly impact operational effectiveness and community trust.  During times of constrained budgets, increased workloads, and staffing shortages, servant leaders understand that addressing the physical and psychological needs of employees is essential.  Much of this will require deep change, introducing entirely new ways of thinking.  Such change often breaks from the past and, as a result, can create a great deal of fear and stress.  The level of comfortability is also disruptive to staff and can introduce a fair amount of uncertainty among those in the organization. 

Implementing deep change requires significant thought, preparation and justification (Long, 2017).  As they are often not aligned with current practices, deep change can also be met with significant rebuttal and resistance that can negatively affect the organizational culture. By demonstrating care, humility, and genuine concern, servant leaders foster environments where personnel feel valued, supported, and motivated.  This leadership approach helps build resiliency throughout the organization and ensures that wellness initiatives are embedded as integral elements of the agency’s culture and mission.

In each of the aforementioned styles, the leaders need to display behaviors that foster buy-in from those they lead.  Much like a leader should lead by example, they too need to endorse, align resources, participate in, and help to shape the culture by challenging the stigmas that still exist, emphasizing that accessing support is a sign of professionalism, not weakness. 

Conclusion

The cumulative exposure to traumatic incidents among those in public safety presents a significant health concern that impacts not only individuals but also their families, organizations, and communities.  Research indicates that repeated contact with such incidents substantially increases the likelihood of developing post-traumatic stress and related mental health conditions that, when left ignored and untreated, can have dire effects.  Despite increased awareness of these issues, barriers such as organizational stigma and cultural attitudes often delay or deter individuals from acknowledging the need and seeking the proper help needed. Addressing these challenges highlights the necessity for systemic changes in how public safety organizations approach, support, and promote mental health.  

Emerging initiatives, including Critical Incident Stress Management programs, structured reintegration procedures, and peer support teams demonstrate that early intervention and professional support can facilitate recovery and resilience.  When these efforts are supported by employee buy-in, organizational policies, and leadership commitment, they can reduce the longterm impact of stress, enhance individual performance, and improve overall organizational morale.  Additionally, while not the focus of our research, such support systems will also play a positive role in agency recruitment and employee retention (Davis, 2026, residency). 

Leadership plays a critical role in the successful development and sustainability of mental health initiatives.  Leaders who understand the importance of transformational, credible, and servant leadership styles collectively foster an organizational culture that values wellness.  Transformational leaders drive cultural change and promote acceptance of mental health as integral to professional preparedness; credible leaders inspire; and servant leaders nurture empathy, trust, and personal growth within their teams. These combined approaches, further enhanced by those who are trauma informed, create an environment where the wellness of the employee is actively supported and prioritized.  

Ultimately, addressing mental health concerns related to trauma exposure in public safety is a responsibility of our leaders.  Agencies that embed psychological wellness into their operational frameworks develop a workforce characterized by resilience, sound decision-making, and sustained effectiveness.  Moving forward, continued research and policy development should focus on evaluating evidence-based interventions, strengthening leadership capacity in mental health awareness, and the continued fostering and normalizing of such programs.  Such efforts will help advance a public safety model that values not only community protection but also the well-being of the personnel dedicated to serving it.

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