By James D. Sewell

Since the 1990s, law enforcement professionals have come to understand the impact of job stress on their personal and professional lives. Sadly, much of this awareness has come as a result of the negative manifestations that have become too observable: cardiovascular disease and high blood pressure; substance abuse and post-traumatic stress; abnormally high divorce rates and domestic violence; and, too frequently, suicide of law enforcement personnel. With police personnel suffering physical, psychological, medical, and behavioral issues as a result of such stress, the question becomes: How do we make sure our cops live . . . and live better, healthier, and more productive lives on and off the job? The answer—and the focus of this paper—begins with and requires effective and progressive law enforcement leadership. Contemporary law enforcement leadership cannot ignore the existence of the problems caused by stress, deny that job stress is an issue in any agency, or avoid taking action to ensure the health and well-being of their employees. It is clear that effective leaders cannot distance themselves from their personnel during times of stress or crisis, nor can they afford to send the unintentional message that they just do not care about those under their command. The personnel of an agency are its most valuable asset, and the actions of those at the highest level of an agency must recognize, respect, and reinforce that value.   

Washington, DC: Office of Community Oriented Policing Services, 2021. 44p.