Enhancing Community Resilience: Assessing the Role That Black, Asian and Minority Ethnic Law Enforcement (LEA) Staff Associations and Networks Can Play in the Fight Against Radicalisation

This chapter discusses the concept of community resilience and explains it in the context of the fight against radicalisation and CVE. Adopting Michael Ungar’s (American Journal of Orthopsychiatry 81:1–17, 2011) definition of resilience, the chapter argues that resilience is not the attribute of a community but the end product of a process whereby identified community capabilities (e.g. willingness to address problems) are harnessed and supported by culturally sensitive resources offered by culturally aware and capable service providers in which the community has trust and confidence. It is argued that the community will naturally navigate to such resources and that resilience will occur because the community is empowered to negotiate and work in partnership with the resource providers to address the adversity (i.e. problem of radicalisation/CVE). The chapter also acknowledges the important role that British Black, Asian and minority police officer staff associations and networks have been playing in engaging with and helping minority ethnic communities in the UK, including addressing issues of radicalisation, and argue that this valuable resource within the British LEA is undermined by very low numbers of BAME officers in counterterrorism activities

Conclusion: Leadership lessons from compelling contexts

In this final chapter, we summarize the core challenges to leadership in complex organizational systems as well as the lessons that we believe leaders can learn from the contributions presented in this book. Building on Complexity Leadership Theory (Uhl-Bien & Marion, 2009), we argue that high levels of complexity characterize the contexts described, and that they are unusual because they deviate from the setting of standard business organizations. Since these contexts are not often discussed in the general leadership literature, there seems to be a largely unused potential in terms of leadership learning. Specifically, in order to better contextualize leadership, scholars and practitioners need to take organizational complexity into account. With reference to the underlying structure of the book, core challenges to leadership are proposed, clustering around four main foci: sports and competition, high risk, creativity and innovation, care and community. Subsequently, we derive six lessons for leadership: adaptability, perseverance, handling paradox, leading with values, inventing the future, and sharing responsibility. We thereby hope to stimulate fruitful discussions that put leadership into context and capitalize on complexity theory as an innovative approach to leadership research and practice