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  5. Police Leadership: Organizational and Managerial Decision Making Process


Police organizations are much more accountable to their publics than ever before. Police Leadership: Organizational and Managerial Decision Making Process, 2/e examines why and how decisions are made and what can be done to direct current and future law enforcement leaders to rethink and adjust their decision making processes to keep up with the demands of our constantly changing society. The text discusses how police organizations function and respond based on the type of leadership and driving policies present in police organizations, and provides ideas about the best ways of dealing with the challenges and organizational problems that police agencies face every day.

Table of contents

Chapter 1        Introduction: The Pentagon of Police Leadership

Chapter 2        Integrity, Ethics, and Police Leadership

Chapter 3        Partnership in a Small Force: Team Theory

Chapter 4        In-Groups and Community-Oriented Policing: Leader-Member Exchange Theory

Chapter 5        When the Chief Becomes the Force: Transformational Theory

Chapter 6        Parameters for Empowerment and Trust: Style Theory

Chapter 7        When the Event Is Just Too Much to Handle: Situational Leadership Theory

Chapter 8        Doing Things Right or Doing the Right Thing: Contingency Theory

Chapter 9        Winning Minds and Hearts: Path-Goal Theory

Chapter 10      Leadership and Command of the Critical Incident: Psychodynamic Approach

Chapter 11      Soliciting and Entertaining 100 Ideas: Skills Approach

Chapter 12      Career of Leadership: Trait Theory

Chapter 13      Into the Future: The Big Hairy Audacious Goal and Catalytic Mechanisms

Chapter 14      In Their Own Words

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