Abstract.Purpose: The police service in England and Wales faces unprecedented challenges as it moves further into the 21st Century. Globalisation, increases and changes in types of crime, including cybercrime alongside perennial terrorist threats, coupled with budgetary constraints, mean that the way the police service has traditionally operated needs to change. In part, the police service sees the drive for professionalisation as assisting in providing an efficient and effective answer to the challenges ahead. Previous approaches to leadership styles, based upon hierarchy and rank, may not be the best approach for leaders in such a dynamic and professional organisation. This paper argues for a debate and a rethink regarding the leadership styles employed by the police in their current role in the context of the influx of new graduate officers.Approach: This paper presents a discursive argument based upon servant leadership models that aspire to address the multi-faceted challenges faced by the police service. Findings:Leaders in the police service may well consider servant leadership for its ability to release the potential and manage the aspirations of graduate officers. Servant leadership is also recognised for its potential in helping the police to better engage with important societal changes that will impact on its organisation and its structure in the future.Original Value: This article considers the problems faced in leading a professionalised police service and the suitability of a novel approach to leadership, that of the 'Servant Leader'.

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This study expands our understanding of Servant Leadership beyond organisational boundaries by making an examination of its role in the establishment and growth of a social movement. Design/methodology/approach: This paper's findings are developed from four sequential, semi-structured interviews and a narrated tour of Garstang with the founder of the Fairtrade Towns Movement. It follows a theoretical framework of servant leadership from Spears (1996; 2009). Evidence is gathered through in depth investigation of the activities of Bruce Crowther, the architect and driving force behind the Fairtrade Towns initiative. Findings: The findings discover how servant leadership operates in a social, place-based setting to influence Fairtrade consumption. The paper argues the success of the Fairtrade Towns Movement is linked to Bruce Crowther's leadership. The findings presented draw and expand upon Spears' ten characteristics of servant leadership. Utilisation of this framework sees Crowther emerge as a servant leader operating at a community level to influence Fairtrade consumption via the Fairtrade Towns Movement. Originality/value: The paper makes a contribution to theory by identifying the novel characteristic of Servant Leaders that is exploring affinity and proffers it as an extension of Spears framework. It also provides valuable information about the impact and importance of Servant Leadership in the efficacious advance of ethical consumerism.

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