The Traumatic Impacts and Induced Stress of Policing

By: Dr. Jen Magnus

Police work is stressful. Police service members, whether sworn or civilian, can be exposed to trauma, including fatalities, violent crimes, accidents, and domestic situations. An officer's stress is also compounded when the safety and well-being of partners, teammates and friends are taken into consideration. In addition, the issues within police organizations often aggravate their stress levels. Police officers go into this line of work knowing they will be exposed to trauma; what they do not expect is to find themselves working short-staffed on numerous occasions and pushing back against a police culture in an organization that fails to prioritize the health and well-being of its members.

As a veteran and retired police officer of 14 years, I know firsthand the stresses of policing. Every traumatic incident I experienced impacted who I am and how I grew as an officer. During my policing career, I experienced a police-involved shooting where the accused attempted to stab his wife and mother-in-law to death in front of their four-year-old child. I was involved in a domestic homicide where a mother strangled her teenage daughter. I responded to a horrific car crash where the driver sustained life-altering injuries. I attended too many suicides to count. The list of traumatic incidents goes on and, unfortunately, reflects the experience of many police officers during their careers.

A result of the limited support and resources within policing is that officers will take their own lives. A study completed in Ontario, Canada, found police officers have a higher suicide rate than any other public safety personnel1. In my first five years on the job, I experienced the loss of two coworkers who ended their lives for reasons I may never understand. I saw my husband's friend wither away to a shell of a person as he fought the demons caused by his policing career, only to decide suicide was his only option. Recognizing the necessary changes, I researched potential solutions for my police organization to consider in addressing mental health in the workplace. I pushed for my service to make a permanent return to work and stress leave coordinator; however, my suggestions were ignored.

After years of suppressing the traumas and stress I was experiencing by adhering to the culture within policing and conforming to the status quo of my officer coaches and senior officers who surrounded me, I decided it was time to seek the help of a professional. My doctor booked me off on stress leave. Following weekly visits to a psychologist to manage my night terrors, fears of losing loved ones in a horrific accident, and feeling like I was a failure for seeking help, I finally gained the strength to deal with my years of work-induced stress and trauma properly. With my stress leave ending, I chose to resign from my policing career and pursue other opportunities. While I do not regret my decision, it troubles me to see so many of my friends struggling with feelings of helplessness and despair because of the impacts of stress and lack of support in their police organizations.

Through the research I have completed in my work in post-secondary education and my experience as a police officer, I noted that the organizational culture of policing plays an influential role in the attitudes and behaviours of officers. Organizational culture is based on the shared values, beliefs, behaviours, and informal practices that characterize an organization, including the unwritten rules and norms that shape how members interact, make decisions, and approach their work2. The police culture influences and informs communication styles, engagement, morals and ethics, and overall organizational effectiveness. Police organizational culture is built upon a commitment to toughness and the "Blue Code of Silence" that fosters an environment where officers do not speak out, seek help, or confront mental health challenges faced because of the work environment. Both male and female officers perpetuate the ingrained patterns of traditionally masculine traits or behaviours, such as aggression or toughness, which are highly valued and required to fit in and gain and maintain respect within their organizations . Likewise, this culture leads many officers to feel the need to conform to policing's "unwritten rules" and to downplay job-related stress and trauma, ultimately leading them to reject the idea of seeking support because they have learned the culture or organization sees this as a weakness.

Research studies have shown that both men and women officers suffer from workplace trauma and stress; men, however, are less likely than women to seek out support 3. For men in police culture, speaking out about mental health challenges risks eliciting a challenge to their "masculinity" and "toughness." It even risks a form of victim-blaming based on the notion that the victim is weak and unmanly for not being stronger against the policing environment. Such a response, be it actual or simply anticipated by the victim, functions as a strong deterrent to speaking out for fear of drawing attention to what is deemed a "weakness" and for fear of possible retaliation from coworkers3.

Recognizing the intersection of mental health, stress leave, and masculine culture in policing is essential for improving the well-being of officers and encouraging progressive and positive changes in police culture. Canadian police organizations are making strides in bringing mental health awareness to officers. Campaigns surrounding mental health awareness and suicide prevention are continually being pushed in public safety circles. In Ontario, there is a support program called the Mental Health Collaborative Table, co-chaired by the Ontario Provincial Police (OPP) Commissioner5. De-stigmatization programs and support groups like Beyond the Blue and Warrior Health exist.

Ontario police services and the provincial government have implemented several initiatives to support officers' well-being and address occupational stress injuries (OSIs). For example:

Healthy Workplace Program: The Ontario Provincial Police (OPP) offers the Healthy Workplace program, providing mental health services to officers, civilians, retirees, and their families. This initiative includes hiring additional mental health support staff and enhancing resources to address mental health and OSIs.

Safeguard Program: Designed to support officers in high-stress roles, such as covert operations, the Safeguard program offers psychological monitoring, regular mental health checkups, specialized training, and debriefing assessments. Its goal is proactively protecting mental wellness and reducing the stigma of seeking support.

Similarly, the Government of Ontario has supported police personnel through several programs:

In 2024, the Ontario government invested over $32 million to establish the Mental Health Supports for Public Safety Personnel (MHS4PSP) program. This initiative offers specialized mental health services, including a web portal for cognitive behavioral therapy, peer-support tools, a 24/7 call line, and other trauma-informed resources for public safety personnel.

As part of the MHS4PSP program, the province's Anti-Strategy Strategy aims to eliminate barriers preventing public safety workers from seeking mental health support. It includes leadership training, a support network, and a dedicated website with resources tailored to public safety personnel.

The government has also launched the Post-Traumatic Stress Injury (PTSI) Centre of Excellence, allocating up to $10.6 million for the early planning of facilities for first responders affected by work-related stress or trauma. Proposed sites are in Toronto and Caledon, aiming to provide comprehensive mental health rehabilitation programs.

Despite the push for mental health in policing, barriers surrounding mental health and wellness continue to exist. In a recent survey completed on over 1000 police officers across Canada, both sworn and civilian members continue to work while "mentally unwell." 6 Therefore, it is critical leaders and administrators in police organizations across Canada encourage a shift toward a police culture that funds, legitimizes, and encourages accessing mental health support. Recommendations include:

1. Advocating for and Encouraging Mental Health Awareness: Administrators and Leaders within the police should challenge the stigma of "toughness" and encourage mental health resources, counselling, and support services to officers and urge officers to seek support by portraying how it is an acceptable and necessary part of policing.

2. Mental Health Education and Training: Police administrators must make mental health education and training frequent and routine. Educating officers on mental health and stress management techniques and teaching supervisors to recognize signs of burnout and post-traumatic stress disorder (PTSD) can ensure early detection. Encouraging training can reduce stigma and make mental health an integrated part of the profession.

3. Peer Support Programs: Police organizations must continue to fund peer support networks where officers can openly discuss their mental health without fear of judgment. The programs should provide education about trauma-informed practices and safe spaces for officers to share experiences and receive help from colleagues who identify with their specific challenges.

4. Encourage officers to be Role Models: Police leaders in high-ranking and informal leadership positions must be open about their mental health. A healthier and more supportive work environment can thrive by encouraging leaders to address their well-being and supporting officers who do the same.

5. Reform Policies: Administrators must revise their policies regarding stress leave to make it more accessible to members. Further, it is critical that stress leave is normalized as a mental health break rather than a stigma that one is weak or unable to manage the traumas of the job. Implementing clear, supportive processes can help officers feel more comfortable using mental health benefits without fear of judgment or repercussions.

6. Implementation of Reintegration Programs: Police organizations must invest in reintegration programs through proper funding and staffing. Reintegration programs are voluntary and confidential programs that provide support and a gradual return to operational duties for officers who have faced a traumatic, critical incident or extended leave. Reintegration programs recognize the impact of stresses from policing and work with the officer to become a productive and effective service member.

7. Evaluate all Mental Health Programs to Ensure they are Working: Leaders and Administrators within policing organizations must conduct regular evaluations of their mental health programs to ensure they are meeting the needs of their service members. Conducting surveys, reviewing the programs, and engaging with members to ensure the programs are worthwhile and necessary are important to guarantee continued success for all those involved.

It is necessary to recognize the combination of mental health struggles, stress leave, and the "old school" organizational culture in policing presents a unique challenge for police officers. However, continuing the effort to address these issues head-on—through cultural change, improved support systems, and mental health education—can create a healthier and more effective police service. In doing so, officers' well-being will improve, and the quality of policing can be enhanced, benefiting officers and the communities they serve.

Jen Magnus has a Doctorate of Business Administration in Organizational Leadership. She is an Assistant Professor at Wilfrid Laurier University, instructing in the Policing and Public Safety Department and teaching law in the Grande Prairie Police Service through Lethbridge Polytechnic. Dr. Magnus uses her academic knowledge and work experience to conduct workplace assessments, investigations, and training related to organizational culture, leadership, and trauma-informed interviewing through her business, Magnus Consulting Inc. She is a 14-year veteran of policing and a member of several policing and public safety boards.
Email: jmagnus@wlu.ca & jen@magnus.consulting
LinkedIn: (1) Dr. Jen Magnus | LinkedIn
Website: Magnus Consulting

1Hatcher, S. et al. (2024). A comparison of suicides in public safety personnel with suicides in the general population Ontario, 2014 to 2018. Crisis, 45(5), 355-363. https://doi.org/10.1027/0227-5910/a000953
2 Davis, K. (2008). Culture. In Horn & Walker (Eds.), The military leadership handbook. Dundurn.
3Ingram, J., Terrill, W, & Paoline, E. (2018). Police culture and officer behaviour: Application of a multilevel framework. Criminology, 56(4), 780-811. Doi:10.1111/1745-9125.12192
4McKay, R. (2013). Confronting workplace bullying: Agency and structure in the Royal Canadian Mounted Police. Administration and Society, 46, 548-572. Doi:10.1177/0095399713509245
5Ontario. (2025). Section C: Mental health services should be accessible and credible. Section C: Mental Health Services should be accessible and credible | Ontario Provincial Police Independent Review Panel: Final Report | ontario.ca
6Viau, J. (2022, July 12). Stress, burnout among police in Canada ‘pretty terrifying,’ researcher says. CBC News. Stress, burnout among police in Canada 'pretty terrifying,' researcher says | CBC News

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