Date of Conferral

2-26-2026

Degree

Ph.D.

School

Public Policy and Administration

Advisor

Gregory Campbell

Abstract

Following the merger of the Jamaica Constabulary Force (JCF) and the Island Special Constabulary Force (ISCF) in May 2014, complaints emerged about inequitable treatment of former ISCF members, raising questions about social justice and breaches of the moral contract. Although prior research highlighted the importance of leadership in mergers, it neglected to examine the role of second-tier leadership. The purpose of this qualitative phenomenological study was to investigate the potential role of second-tiered JCF leadership behavior in these perceived social justice breaches. A transformational leadership framework, which centers on leaders’ behavior and communication to motivate followers, underpinned the study. Purposeful sampling was used to recruit 11 past members of the JCF and two other stakeholders. The research questions inquired into participants’ experiences and perceptions of second-tiered leadership behavior and their impact on the merger environment. Data was gathered by conducting semistructured interviews with the participants. Thematic analysis yielded nine themes: leadership, insufficient communication, commitment, preparation, resistance, promotions and benefits, maladministration, postmerger environment, and change. The inquiry confirmed the significance of leadership, effective communication, adequate preparation, and proper administration to the outcome of the merger. The study’s findings have implications for positive social change and provide a framework for the JCF High Command to, reform its promotion and benefit structure, train second-tiered leaders in transformational leadership, ensuring that future institutional mergers prioritize equitable treatment and prevent the erosion of the moral contract among members.

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