________. "Police Leadership in the 21st Century." Police Chief (March 1999): pp. 57-58.Abstract: A chief police executive has responsibilities to the community, the department and the workforce, the governing body and the profession at large. This article recommends courses of action to assist those who aspire to be police chiefs, and help current chiefs to achieve their personal and professional goals.

Arnold, Jon. "Internal Affairs Investigation Guidelines: The Role of the Supervisor." Journal of California Law Enforcement vol. 34, no.1(2000): 12-16.Abstract: Guidelines demonstrating how police supervisors can prepare for internal affairs investigations and ensure that they are conducted properly are discussed. Supervisors must remember that they have a duty to determine the facts and not to persecute or protect anyone.

Austen-Kern, Laurie. "Management Training Programs: Ten Critical Areas to Check in Your Department." The Law Enforcement Trainer (July/August 1999): pp. 24-26, 64.Abstract: Departments should not underestimate the long-term value of providing a comprehensive and continuing management development program for their managers. Training better prepares a manager to handle demanding situations.

Breen, Michael D. "Today's Leadership Challenge for Police Executives." Police Chief (March 1999): pp. 61-63.Abstract: Police executives must be aware that their leadership methods must constantly evolve as new trends emerge in technology, politics and demographics. The author provides approaches to leadership that must be adapted to deal with specific issues and with the individual's position in the organization.

Brooks, Michael E. "The Ethics of Intentionally Deceiving the Media." FBI Law Enforcement Bulletin (May 1999): pp. 22-26.Abstract: Law enforcement administrators must consider both the practical objectives and ethical obligations when deciding to deceive the media. The consequences of lying to the media and how administrators can do this without betraying the public trust are examined.

This bibliography is a representative selection of materials either owned or on order by the FBI Academy Library. Inclusion of an item does not represent an endorsement by the FBI of the material or its author.

Bushey, Keith D. "The Unproductive Executive." Police Chief (March 1999): pp. 69-70.Abstract: An unproductive executive can have a negative impact on the initiative and energy of subordinates, and it is therefore vital to address this issue. Attention must be given to whether executives follow strong management principles and encourage a progressive environment. This article contains guidelines for improving standards among police executives.

Carpenter, Michael. "Put It in Writing: The Police Policy Manual." FBI Law Enforcement Bulletin (October 2000): pp. 1-5.Abstract: Municipalities, chief executive officers and police officers must have current and detailed guidelines to follow to perform in a professional manner. A well-written policy shows that the chief executive officer has taken a proactive stand in planning ahead for both the department and its officers rather than waiting until after a major incident to write a policy.

Coleman, John L. Operational Mid-Level Management for Police. Springfield, IL: Charles C. Thomas, 1995.Call Number: HV 7936.S8C65 1995Abstract: Addresses the issues and characteristics that confront mid-level police managers. There are references to traditional leadership concepts and practices as well as psychological and managerial theories not typically applied to secondary leaders.

Ellman, Edgar S. "Put Your Policies in Writing." Law & Order (June 1999): pp. 146-47.Abstract: Clear statements of a police department's policies regarding vacation, overtime, sick leave and promotion reassures employees and can help avert lawsuits and other results of misunderstanding. This article offers some guidelines for writing policy handbooks.

Engelson, Wade. "Leadership Challenges in the Information Age." Police Chief (March 1999): pp. 64-67.Abstract: Leaders of law enforcement organizations must be prepared to adapt to the new conditions created by the Information Age. Police executives must increasingly regard themselves as part of a larger organization, instead of an independent entity. All members of the organization must be made to feel that they have a shared responsibility for organizational outcomes.

Etter, Gregg W. "New Solutions to Old Problems." Sheriff (March/April 2000): pp. 34-36.Abstract: When faced with a backlog of arrest warrants, but limited time and human resources, the administrative staff of the Sedgwick County Sheriff's Office in Wichita, Kansas knew modifications were needed. By working together, the department devised an innovative solution that uses volunteer labor to confront an ongoing problem.

Fulton, Roger. "Police Supervisors Association." [http://www.policesupervisors.org]. Abstract: The Police Supervisors Association was founded to help its members keep informed of the news, information and resources they need to effectively perform their duties as first-line supervisors and to help keep themselves and their departments out of trouble in today's litigious environment.

Fyfe, James J., et al. Police Administration. Boston, MA: McGraw-Hill, 1997.Call Number: HV 7935.w48 1997Abstract: Police administration is currently experiencing an intense period of examination, reflection and experimentation. There exists a debate regarding strategies of police governance and service delivery. Some administrators favor the professional bureaucratic model with its emphasis on efficiency and crime control. Others believe that community and/or problem-oriented policing is a more appropriate way of addressing the needs of our communities. This book emphasizes the goal-oriented styles of policing and management.

Garner, Gerald W. Common Sense Police Supervision. Springfield, IL: Charles C. Thomas, 1995.Call Number: HV 7936.S8G36 1995Abstract: The book's intent is to aid the hopeful, new or veteran police supervisor in achieving his or her full leadership potential. It teaches the value of common sense in good supervisory practices.

Gianakis, Gerasimos A. and John G. Davis. "Reinventing or Repackaging Public Services? The Case of Community-Oriented Policing." Public Administration Review (November/December 1998): pp. 485-98.Abstract: What are local law enforcement organizations adopting under the banner of community-oriented policing? Does implementation of community-oriented policing entail changes to the traditional structure of local law enforcement agencies? To what extent are implementation and structural changes being supported by changes in operational policies and administrative systems? The authors address these issues through a survey of local law enforcement agencies in Florida. They find that community-oriented policing manifests itself in a variety of forms, but they all seem to center on changing the officer rather than the organization.

Holden, Richard N. Modern Police Management . Englewood Cliffs, NJ: Prentice-Hall, 1994.Call Number: HV 7935.H65 1994Abstract: Law enforcement administration is one of the most complex professions in the modern world. This book focuses on what an administrator does and does not do, what an administrator is and is not, and what ground rules must be observed in the rewarding and frustrating task of police management.

Mahaney, Patrick. "Management Training for Police Supervisors: A Cost Effective Approach." FBI Law Enforcement Bulletin (July 2000): pp. 7-11.Abstract: Focuses on ways to develop low-cost training for mid-level managers. This training prepares officers for leadership positions within the agency, while requiring the least amount of time away from their duties.

Malkia, Matti. "Challenges for Public Administration in the Information Age." [http://www.uta.fi/laitokset/hallinto/poliisi/rp6b-engl.htm]. Abstract: If we take seriously that the informatization of society brings important structural and functional changes in modern society, we must also take seriously the claim that along with the rest of society the functioning organization and even the nature and role of public administration may also be changing. To adapt public administration into this new societal context is the challenge that administrators are facing in the modern world.

McCarty, James. The Impact of New Technology and Organizational Stress on Public Safety Decision Making. Lewiston, NY: Edwin Mellen Press, 1999.Call Number: HV 8148P5M33 1999Abstract: An extended essay proposes the creation of new criminal justice technology, the Organization Decision Support System (ODSS), for commanders in the Philadelphia, Pa police force. The community policing model calls for decentralized decision making and community accountability. The ODSS would offer: client server technology using smart workstations, expanded access to multiple databases providing raw data from many sources and technology supporting decentralizing community police and other benefits.

National Institute of Justice. Police Overtime: An Examination of Key Issues. Washington, DC: U.S. Department of Justice, 1998.Call Number: J 28.24: P 75/8Abstract: This research reports what has been learned about improving the management of overtime in American police departments.

________. Pursuit Management Task Force. Washington, DC: U.S. Department of Justice, 1998.Call Number: J28.2417:M 31/2Abstract: The task force was structured to provide technologists and administrators with a law enforcement needs-based assessment of useful technical approaches to enhance pursuit policies and practices.

Senge, Peter, et al. The Dance of Change. New York: Doubleday, 1999.Call Number: HD 58.82.D36 1999Abstract: Offers crucial advice for line-level managers, executive leaders, internal networkers, educators and others who are struggling to put change initiatives into practice.

Sharp, Arthur G. and Darrell E. Mulroy. "Stop Everything That Moves." Law & Order (June 1999): pp. 74-78.Abstract: Enthusiasm and overzealousness are common traits among newly sworn police officers. The authors discuss how police administrators should handle rookie enthusiasm.

Sheehan, Robert and Gary W. Cordner. Police Administration. Cincinnati, OH: Anderson, 1995.Call Number: HV 7935.S48 1995Abstract: Explores several basic considerations crucial to understanding the unique features of police administration. These include the development and environment of police administration, the nature of police work, police goals and objectives, police organizational tasks and the role of the police executive.

Slahor, Stephanie. "Ethical Leadership." Law & Order (July 1999): pp. 123-24.Abstract: Leadership has to be committed to desirable changes that foster ethical behavior. Values must be designated and guidelines established for standards of conduct. When ethical training is from the top down and is continuous and regular, ethics are at the fore so that ethical behavior is standard not only on duty, but also off duty.

Trautman, Neal. "How Organizations Become Corrupt." Law & Order (May 2000): pp. 65-68.Abstract: Research repeatedly confirms that most scandals start with one employee doing relatively small unethical acts and grow to whatever level leadership allows. The 'rotten apple' theory that some administrators propose as the cause of their demise is usually nothing more than a self-serving, superficial facade, intended to draw attention away from their own failures.

Wang, Xiaohu and Gerasimos A. Gianakis. "Public Officials' Attitudes Toward Subjective Performance Measures." Public Productivity & Management Review (June 1999): pp. 537-53.Notes: Available fulltext on Lexis/NexisAbstract: Objective measures are widely used by the governments in the United States. In recent years, however, there has been a call for decision makers to use citizen or customer surveys, citizen focus groups, and written customer comments. This effort is part of the so-called new performance measurement , which differs from the traditional performance measurement systems in value (accountability vs. efficiency) , focus (service impacts and results vs. internal management procedures and activities), performance measure criteria (goal achievement vs. measurement validity and reliability), key decision makers (managers vs. stakeholders), and uses of performance measures in decision making (budgeting vs. management). This article explores these dichotomies, which form the foundation for public officials' attitudes toward subjective measures.

Weinblatt, Richard B. "The Shifting Landscape of Chief's Jobs." Law & Order (October 1999): pp. 49-51.Abstract: The role of the police chief has changed significantly in recent years. A chief must now be more a community leader and visionary than a militaristic director. An ideal chief is multi-dimensional, educated and capable of handling the high stress of the position.

Whisenand, Paul M. and R. Fred Ferguson. The Managing of Police Organizations. Upper Saddle River, NJ: Prentice-Hall, 1996.Call Number: HV 7935.W43 1996Abstract: Police managers seem compelled to build operational layers and paper walls between themselves and others. These walls cramp people, inhibit creativity, waste time, restrict vision, smother dreams, and, worst of all, slow things down. This book seeks to chip away and hopefully break down these barriers within the organization and between the organization and its community, the customer.

Whisenand, Paul M. and George E. Rush. Supervising Police Personnel: The Fifteen Responsibilities. Upper Saddle River, NJ: Prentice Hall, 1998.Call Number: HV 7936S8W48 1998Abstract: Outlines 15 interlocked responsibilities of a police supervisor. Topics include: values, ethics, leadership, communications, time management, motivation and goals.

Compiled by: Marian Allen, 10/00