7.1 Leadership and Values

In preparing for the appeal, take some time to reflect on the qualities and capabilities that Victoria Police is seeking in its members. All police officers are required to show leadership every day, in many different ways. Leaders seek to ensure that policing services meet the needs of the community, and to continuously improve the quality and reliability of services and use public resources to the best effect.

Expectations vary with the rank and duties of the position. For positions at sergeant and above, your management and leadership abilities (especially in leading and managing your team) and your technical policing expertise will be the most important factors in deciding the appeal.

The Chief Commissioner has described the preferred leadership style in Victoria Police as inclusive, confident, humble and visible leadership, with everyone who works for Victoria Police having the confidence to take charge and the humility to be approachable and show respect to everyone with whom you work. Recent reviews of police practice and culture have recommended the need for leaders to be able to draw upon different approaches, including using a ‘people-focused’ leadership style for day-to-day management, rather than the more directive management style used in critical incidents.


Reviews of police practice and culture

The VEOHRC Review discussed the people-focused leadership capabilities needed to build gender equitable and respectful workplaces. It identified that leaders need to be able to:

  • Advocate for change

  • Value the contribution of all employees

  • Reject and call-out unprofessional and inappropriate behaviour

  • Respect and value the diversity of the community they serve.

The Mental Health Review identified people-focussed leadership as a key factor in improving the wellbeing of police members including:


  • Listening to the team and demonstrating understanding

  • Developing shared clarity around objectives and directions

  • Having candid conversations about performance issues and challenging behaviours

  • Providing support and development oriented feedback

  • Engaging employees through encouraging debate and peer feedback

  • Responding to and dealing with at-risk individualsPersonal role-modelling and awareness of impact of own leadership behaviour

  • Understanding early indicators of stress and mental health issues.

The Capability Plan outlines how Victoria Police is seeking leaders who:

  • are approachable and consistent when dealing with colleagues, partners and the community

  • apply fair process

  • strongly commit to the values of the organisation

  • guide, trust, develop and empower colleagues

  • make timely decisions that are guided by both values and evidence

  • inspire participation and commitment through a shared vision.


Values and qualities of leadership which may be relevant in an appeal

Dealing with change

Service delivery and community engagement

Able to embrace, support and (at higher ranks) drive the changes needed to meet demand for and improve the quality of services and meet organisational challenges.

  • Supports others to implement and embrace change
  • Understands different perspectives towards change
  • Develops shared clarity, understanding and acceptance of change

Delivers excellent policing services to meet the needs of the community.

  • Understands and meets the expectations of the community and Victoria Police for provision of policing services
  • Engages and partners with the community
  • Applies resources efficiently and effectively to achieve the best available outcomes in the public interest


Supporting innovation

Respect and empathy

Able to drive innovation and continuous improvement to improve services.

  • Shares ideas and insights and supports and encourages others to do so
  • Promotes an environment where innovation is valued

Empathetic, respectful and fair to members of the public and employees.

  • Empathetic, approachable and fair
  • Values and supports gender equality and cultural and other diversity
  • Aware of the impact of own behaviour
  • Confident humility

Career-long learning

Safety and well-being

Committed to continuous learning.

  • Reflects and learns from mistakes
  • Proactively develops own and others’ capabilities
  • Guides and supports others
  • Shares learning with others
  • Helps build organisational knowledge


Supports and drives a strong safety culture, including by supporting mental health, well-being and equality (including gender equality).

  • Understands how the position can support safety and well-being
  • Initiates supportive conversations
  • Promotes early help-seeking behaviour
  • Addresses workplace conflict
  • Calls out inappropriate behaviour of others and supports others to do so