In the face of recent controversy, maintaining morale and productivity in police departments has been tough. For leaders and commanders in law enforcement agencies, managing teams in the face of the legitimacy crisis and de-policing trends has been quite a challenge.

A recent study in the Journal of Criminal Justice shows the "Ferguson Effect" has been extremely detrimental for police morale. Not only are police chiefs facing a high attrition risk, but they are also witnessing a dangerously low turnout for new recruitment. The study goes on to show how effective application of organizational justice can go a long way to help maintain agency decorum, management and police performance.

It is not difficult to see why this is happening — 2015 was effectively dubbed as the year of de-policing. A series of unfortunate incidents, internal investigations, public sentiments and vitriolic social media backlash has had the men in blue reeling.

The result is that proactive policing has given way to de-policing. Even in extreme situations, officers are hesitating and failing to use justifiable force when force is necessary. This has led to a rise in crime, encouraged lawlessness, increased frustration and demotivation for the officers.

Above all, this has also affected officer safety, endangering more lives as recent ambush-style shootings in Dallas and Baton Rouge have revealed. Shooting deaths of law enforcement officers have increased by a whopping 78% in 2016, and we still have months to go.

Research shows following these procedures can lead to positive work-related outcomes. Strong teamwork and trust that their chiefs have their backs may lessen negative experiences from affecting officer performance and protect them from the Ferguson Effect.

Another study by the same researchers — Scott E. Wolfe and Justin Nix — determined organizational justice kept motivation and team spirit alive. It helped neutralize de-policing behavior and also fostered increased community engagement. With fair, impartial and respectful supervisors at the helm, officers had more confidence in their authority as police officers and were more willing to engage in community partnerships.

It also led to greater compliance with procedures within police organizations, more favorable attitudes toward the public and a greater commitment to the use of procedural justice during public interactions. Greater trust in supervisors led to following orders and less misconduct among the ranks.

New and proper training for officers is warranted, too. Modern police training methods incorporating modern tools and technology should be a top priority for all department heads. These should include not just new gadgets and devices, but also emerging augmented and virtual-reality technology that will help train officers for explosive situations. These innovative methods have to be complemented with smarter policing techniques that will include tactics for de-escalating tense situations.

Finally, it is up to the department head to set the right example and improve the work environment. Along with transparent organization justice, handling citizen complaint investigations fairly and attempting to reform fragmented police-community relations will lead to positive effects. It will show a leader who is fair, stands by the officers and cares for the community at the same time. These are traits officers can respect and follow easily.

There are also sterling examples of how certain departments are supporting each other in such trying times. The New Orleans Police Department has set quite a precedent by policing one another when on duty. This will go a long way toward ensuring community trust, which will also lead to increased officer safety.

More police leaders need to come up with ideas like these — it will help them manage their departments better.