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This paper provides a review of an innovative new leadership programme aimed at senior leaders in the police service and other public sector services. It considers the context and approaches to leadership that underpin the ethos of the programme. It provides a discussion on the learning approach of the programme and how it offers participants opportunities for critical reflection and for learning in collaboration with peers. It then discusses the use of strategic questions to provide practice for the participants in conducting and understanding an evidence‐based project. Through evaluation research it then considers how effective the approach is in terms of leadership development and in particular the application of this learning to the real world.

This paper sets out to review leadership development since the inception of the Police Service of Northern Ireland (PSNI) in 2001, its developments over the past ten years, and to look at the opportunities and challenges for the future. It considers the new leadership strategy for policing in Northern Ireland.

This paper explores how leadership development has been considered before, during, and after the change process for policing in Northern Ireland. Through synthesis of available information, learning materials and documents, it identifies and reviews the key models, theories and approaches used for leadership and management development within the PSNI and the approach considered necessary for success in the future.

The PSNI has progressed significantly from policing the 30 years of conflict in Northern Ireland, where inward focus was more prevalent than the external partnership and collaborative approach that is needed today and in the future. The change from the Royal Ulster Constabulary to the new Police Service of Northern Ireland required leadership to deliver the transformation required. A new leadership development strategy is vital if operational policing is to continue to enhance public confidence at a time of renewed terrorist threat.

Public sector organisations are currently facing great change in order to ensure they are able to meet the challenges of globalisation, technology, demography and the world financial crisis. Leaders can learn from the experience of the Police Service of Northern Ireland in the transformational change process which took place over the past ten years and how it intends to meet the future challenges facing a smaller service with reduced funding.

This review comes ten years after the establishment of the Police Service of Northern Ireland. It provides insights into the leadership development which supported the transformational change process within Northern Ireland.

The purpose of this paper is to provide a perspective on one of the key complexities of collaboration and co-operative working in the public service within the UK.

The paper focuses the attention on the difficulty of partnership working at a time when leading collaboration is a necessity for all leaders in the public sector. It explores one area of this complexity, namely game theory in order to offer an explanation why departments or organisations find it difficult to co-operate as they should.

The paper allows leaders to understand the complexities of co-operation and the reason why there is often a tendency for individuals to act in a selfish manner on behalf of their organisation. Being aware of this behaviour will provide leaders with a greater ability to build trust and develop joint strategies which will provide positive outcomes.

The paper will highlight how greater understanding of game theory including the prisoner dilemma and the stag hunt can help improve leadership, relationships and outcomes within partnerships.

This study explored how the use of different social media is related to subjective well-being among university students during the COVID-19 pandemic in Japan.

We surveyed 1,681 university students in the Kanto region of Japan in May 2021 to investigate how social media use relates to subjective well-being. We also examined the effects of self-consciousness and friendship, self-presentation desire, generalized trust, online communication skills, depression tendency and social support from others.

The responses revealed 15 possible patterns of social media usage on four widely used social media in Japan (LINE, Twitter, Instagram and Facebook). We selected users with the top five patterns for further statistical analyses: LINE/Twitter/Instagram/Facebook, LINE/Twitter/Instagram, LINE/Twitter, LINE/Instagram and LINE only. Overall, self-establishment as a factor of self-consciousness and friendship, and social support from others had positive effects on the improvement of subjective well-being, whereas depression tendency had negative effects on their subjective well-being regardless of their usage patterns, of which the results of social support from others and depression tendency were consistent with the results of previous studies. Regarding other factors, they had different effects on subjective well-being due to different patterns. Effects on subjective well-being from self-indeterminate and self-independency as factors of self-consciousness and friendship, praise acquisition, self-appeal and topic avoidance as factors of self-presentation desire were observed.

This is among the earliest studies on the relationship between young generations’ social media use and subjective well-being through social media usage patterns during the COVID-19 pandemic in Japan.