“Police Leadership in the 21st Century." Police Chief (March 1999): pp. 57-60.Abstract: A chief police executive has responsibilities to the community, the department and the workforce, the governing body and the profession at large. Courageous police leadership is critical to the profession's most important clients, the victims of crime.

Anderson, Terry D. Every Officer a Leader: Transforming Leadership in Police, Justice and Public Safety. Boca Raton, FL: St. Lucie Press, 1999.Call Number: HV 7935.A53 1999Abstract: Provides an overarching model for leadership development and a guide for developing curricula that target, specifically and simultaneously, the means for creating the strongest impact on personal, team and organizational effectiveness that results in positive impact on communities.

Axelrod, Alan. Patton on Leadership. Paramus, NJ: Prentice Hall, 1999.Call Number: HD 57.7.A96 1999Abstract: Distills Patton's brilliance into 185 essential lessons every leader must know to win in today's merciless corporate wars.

Bergner, Laurie L. "Developing Leaders Begins at the Beginning." Police Chief (November 1998): pp. 16-19.Abstract: A planned strategy on how departments can have a competent pool of candidates available for promotion by developing leadership qualities and abilities among police officers is presented.

Blank, Warren. The 9 Natural Laws of Leadership. New York: AMACON, 1995.Call Number: HD 57.7.B565 1995Abstract: The 9 Natural Laws of Leadership answers the questions: What does it mean to be a leader? When and how does leadership occur? How do leaders and management differ? What is the source of a leader=s power? And perhaps most important: How can leaders provide more enlightened, life-supporting direction for their organizations?

Breen, Michael D. "Today's Leadership Challenge for Police Executives." Police Chief (March 1999): pp. 61-63.Abstract: To understand how we got where we are and why certain leadership principles are now being practiced, we should think of police leadership techniques as a continuum of methods employed against a backdrop of changing technology, demographics and politics.

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.

Conger, Jay A. and Beth Benjamin. Building Leaders. San Francisco, CA: Jossey-Bass, 1999.Call Number: HD 57.7.C658 1999Abstract: Identifies the three dominant approaches to leadership education and provides a blueprint for how organizations can use them to more effectively cultivate a continuous crop of talented leaders.

Crocker III, H. W. Robert E. Lee on Leadership. Rocklin, CA: Prima, 1999.Call Number: E 467.1.L4C8 1999Abstract: In our own materialistic age, we can especially benefit from Lee's example of leadership, which reminds us that ultimately what matters is not how much money we have made, how many businesses we have led or acquired, how many jobs we have created, or how may "toys" we have accumulated, but who we are. Lee's lessons offer a way to live.

Dinse, Charles F., et al. "Focus on Police Management." FBI Law Enforcement Bulletin (January 1998): Entire Issue.Abstract: A special issue on police management. Topics include the role of the supervisor in internal affairs investigations and the need for managers to learn to think systematically about today's leadership challenges.

Ederheimer, Joshua A. "How One Department Improved Deadly-Force Investigations Through Leadership Models and Business Theories." Police Chief (October 2000): pp. 24-28, 30-32, 34.Abstract: Issues are presented concerning the deadly-force investigation team which was established to undertake internal investigations into shootings by police officers from the Metropolitan Police Department in Washington, DC.

Eisenberg, Terry. "Identifying Future Police Leaders: Assessment Centers As Predictors of Career Progression." Police Chief (February 2001): pp. 20, 22-24.Abstract: Many managers have seen a promising officer promoted too soon or the wrong officer promoted at the wrong time. But how can a police chief or other manager know whether an officer is likely to succeed as supervisor? The results of a recent study suggest that one popular method of evaluating candidates, the assessment center, can predict an officer's career progression with impressive accuracy.

Engleson, Wade. "Leadership Challenges in the Information Age." Police Chief (March 1999): pp. 64-67.Abstract: Leaders of law enforcement agencies are faced with challenges similar to those of other organizations in society. The management change and its effects on individual attitudes and morale will become one of law enforcement's primary concerns. Consequently, leaders of law enforcement must be prepared to meet these changing demands.

Flaherty, Jane S. and Peter B. Stark. The Competent Leader. Amherst, MA: HRD Press, 1999.Call Number: HD 57.7.S73 1999Abstract: For those of you who want not only to survive in today's competitive environment, but thrive, AThe Competent Leader@ outlines and describes the skills you will need to become a strong and competent supervisor and manager.

Fritz, Susan, et al. Interpersonal Skills for Leadership. Upper Saddle River, NJ: Prentice Hall, 1999.Call Number: HD 57.7.I58 1999Abstract: The purpose of this book is twofold: to help you 1) become competent in conducting interpersonal relationships in your daily life, and 2) acquire skills basic to becoming a leader in your professional life.

Fulmer, Robert M. and Stacey Wagner. "Leadership: Lessons From the Best." Training & Development (March 1999): pp. 28-32.Abstract: A comprehensive study of outstanding practices in leadership development was conducted in 1998 to gain a better understanding of the problems and obstacles in beginning or re-engineering a leadership development initiative and to help the participating organizations more effectively manage their respective leadership development programs. This article highlights some of the results of that study.

Gold, Marion E. Top Cops: Profiles of Women in Command. Chicago, IL: Brittany, 1999.Call Number: HV 8023.G65 1999Abstract: Describes the experiences and feelings of 13 remarkable women in law enforcement. They are leaders and mentors. They did not simply wake up one morning and decide to take a leading role in the continued fight for equal rights in the workforce. That role was foisted upon them by one of the few remaining civilian occupations clearly identified with masculine stereotypes.

Green, Don. "Developing Police Leaders." Law & Order (February 2001): pp. 383-85.Abstract: Part of being a leader is growing and learning. To develop future leaders, focus on providing them with training and education as to what makes a good leader. Providing a positive role model may be part of the development.

Griffin, Neal C. "The Five I's of Police Professionalism: A Model for Front-Line Leadership." Police Chief (November 1998): pp. 24-27.Abstract: A leadership and influence model is presented. The model is developed according to five personal character traits: integrity, intellect, initiative, industry and impact. 'Specifically designed for law enforcement by law enforcement,' the model provides a standard for analyzing and evaluating job abilities by which personal characteristics that are effective in developing oneself can be applied in influencing others to develop themselves.

Grint, Keith. The Arts of Leadership. New York: Oxford, 2000.Call Number: HD 57.7.G755 2000Abstract: Investigates the notion of leadership in a series of historical case studies of some of the world's most famous and infamous leaders.

Harrison, Bob. "The Nature of Leadership: Historical Perspectives and the Future." Journal of California Law Enforcement vol. 33, no. 1(1999): pp. 24-30.Abstract: When one assesses contemporary concepts of leadership, two prevalent misperceptions emerge. Both "realities" of leadership can be seen in a variety of industrial era leadership theories: Heroes as leaders and management is leadership.

Keller, Michael A. "Leadership and Cynicism." Law & Order (November 2000): pp. 76-77.Abstract: Offers suggestions for dealing with cynicism in police officers. Based on being exposed to the worst in people, desensitization can occur and effect job performance.

________. "Leadership and Perception." Police Chief (March 1999): pp. 72-73.Abstract: Administrators who want to accurately assess their employees' perceptions must open their eyes and ears. Too many take the fact that problems are not knocking down their door as evidence that everything is great.

Kilson, Martin. "The Washington and Du Bois Leadership Paradigms Reconsidered."Annals of the American Academy of Political Science and Social Science Anderson, Elijah and Tukuf Zuberi, eds. pp. 298-313. Thousand Oaks, CA: Sage, 2000.Call Number: H 1.A4.V568Abstract: From the end of Reconstruction in the 1880s to the 1940s, the African American population confronted the complex issue of how to lead African Americans in an emergent industrial American nation-state system that applied rigid white supremacist practices in its interface with African Americans. One can hypothesize two generic types of modern ethnic group leadership: (1) the social organization type which focuses on the nuts and bolts of outfitting a group with agencies, mechanisms, networks and institutions related to modern social development; and (2) the guidance type or mobilization type which focuses on the character of an ethnic group's status, citizenship rights and honor in a modern nation-state society. This article revisits the classic leadership contest between the leadership paradigms of Booker T. Washington and W.E.B. Du Bois in terms of the two generic types of modern ethnic group leadership.

Kotter, John P. What Leaders Really Do. Boston, MA: Harvard Business School Press, 1999.Call Number: HD 57.7.K665 1999Abstract: Convinced that most organizations today lack the leadership they need, the author's mission is to help us better understand what leaders do. True leadership is an elusive quality, and too often we confuse management duties and personal style with leadership, or even mistake unworthy leaders for the real thing. This book provides an invaluable opportunity to consider the core issues that lie at the heart of leadership and to rethink our own relationship to the work of leaders.

Kouzes, James M. and Barry Z. Posner. The Leadership Challenge. San Francisco, CA: Jossey-Bass, 1997.Call Number: HD 57.7.K68 1997Abstract: The fundamental purpose of AThe Leadership Challenge@ is to assist individuals in furthering their abilities to lead others to get extraordinary things done. It offers a set of leadership practices that are based on the real world experiences of thousands of people who have answered the cry for leadership.

Kroecker, Timothy. "Developing Future Leaders: Making the Link to the Promotional Process." Police Chief (March 2000): pp. 64, 67, 69.Abstract: Law enforcement agencies have a number of choices as they consider how to respond to the need for effective leaders and managers. They can employ people from outside the organization, recruit from within or connect promotional processes with training and development. A reliable promotional process or leadership development scheme can only be established if there is strong understanding of the position or positions concerned.

Lynch, Ronald G. The Police Manager. Cincinnati, OH: Anderson, 1998.Call Number: HV 7935.L9 1998Abstract: The goal of this book is to provide selected step-by-step procedures to help police administrators execute their duties and fulfill responsibilities more efficiently, effectively and productively.

Mahaney, Patrick. "Focus on Management." FBI Law Enforcement Bulletin (July 2000): pp. 7-11.Abstract: Training in leadership, supervision and management does not come without costs, but the alternative is much more expensive.

Martin, John A. and Kurt Matthews. "Measuring an Agency's Performance." Law & Order (October 2000): pp. 191-94.Abstract: Agency performance measurement should lead to better policing. This is accomplished by providing the foundation for evaluating and improving service quality, increasing agency accountability, promoting integrity and ethical behavior, and promoting leadership development.

Maxwell, John C. The 21 Irrefutable Laws of Leadership. Nashville, TN: Thomas Nelson, 1998.Call Number: HD 57.7.M3937 1998Abstract: Helpful and easy to read, yet profound in its depth and clarity. It's loaded with hope, direction, encouragement and specific procedures. The book is principle-based with precise, clear-cut directions to provide the readers with the necessary tools to fulfill their leadership roles.

McDevitt, Daniel. "Ineffective Management Strategies: And Why Managers Use Them." Law & Order (July 1999): pp. 143-46.Abstract: Many new mangers select the one management technique with which they feel the most comfortable and stick with it, often for their entire careers, despite its ineffectiveness. Some managers not only resist change, they refuse to address any alteration in their techniques.

McKelvey, Philip H. "Following the Leader." Sheriff (Mar/Apr 2000): p. 6.Abstract: Leadership means more than simply walking the walk with those who serve under one's directions. For sheriffs, it means that one will conduct oneself with honesty, integrity, fairness and pride in all situations.

O'Toole, James. Leadership A to Z. San Francisco, CA: Jossey-Bass, 1999.Call Number: HD 57.7.O87 1999Abstract: Focuses on who leaders are, their character, style and charisma and what they do. As the title implies it covers all the basics. It captures the essence of what anyone in a leadership position needs to know in order to create a high-performing, self-renewing organization.

Phillips, Donald T. Lincoln on Leadership. New York: Warner Books, 1993.Call Number: E 457.2.P54 1993Abstract: This is the first book to examine Abraham Lincoln's diverse leadership abilities and how they can be applied to today's complex world. If Lincoln=s examples are taken to heart, life undoubtedly will improve up and down the corporate line.

Porter, Constance, et al. "Leadership Development at the Executive Level." Police Chief (October 2000): pp. 179-87.Abstract: Competencies influencing a range of leadership factors are discussed.

Scarano, Steve and Thomas Jones. "Following by Example." Law & Order (October 2000): pp. 241-43.Abstract: During the course of a day, a law enforcement supervisor or manager must fluctuate between being a leader and being a follower. It is important that they perform both roles equally effectively, as others in the organization are watching and their actions set the standards.

Seiter, Richard P. "Correctional Leadership and Management in the New Millennium." Corrections Compendium (November 2000): pp. 1-2, 4, 24-25.Abstract: Leadership in the 21st century will require a very different way of managing the external environment and interaction of employees. One approach to the challenges in the new millennium is the transformational leader, who creates a vision and empowers employees to fulfill that vision.

Shtogren, John A., ed. Skyhooks for Leadership. New York: AMACOM, 1999.Call Number: HD 58.8.S577 1999Abstract: What is a skyhook? It's a mining term for a bolt driven into the ceilings of mine shafts to keep them from caving in. In business, skyhooks are anchor points for human interaction that hold fast even when everything else is in flux. A Skyhooks for Leadership@ offers an all new model for leadership that really works. This is business alchemy at its best, a bold melding of well-established leadership principles into a practical, seven-step process for successfully leading change initiatives within organizations.

Slahor, Stephanie. "Ethical Leadership." Law & Order (July 1999): pp. 123-24.Abstract: Ethical leadership in law enforcement involves more than just being popular. Ethical behavior and leadership require speaking out even when doing so is not popular.

Thach, Liz and Tom Heinselman. AExecutive Coaching Defined: Lessons in Leadership.@ Training & Development (March 1999): pp.34-39 Abstract: Executive coaching ideally should be part of corporate leadership initiatives. This article looks at the three major types of coaching and how to conduct them.

Trautman, Neal. "How Organizations Become Corrupt." Law & Order (May 2000): pp. 65-68.Abstract: Research confirms that most scandals start with one employee doing relatively small unethical acts that grow to whatever level leadership allows. An important requirement to stopping corruption is for administrators to have the courage to acknowledge that they have integrity needs.

Weisinger, Hendrie D. and Susan Williams. Emotional Intelligence at Work: The Untapped Edge for Success. San Francisco, CA: Jossey-Bass, 1997. Call Number: HF 5548.8.W433 1998Abstract: Emotional intelligence (EI) is the ability to make your emotions work for you by using them in ways that produce the results you want. And the good news is that, unlike IQ and other traditional measures of intelligence, EI can be developed and dramatically increased. Aside from showing individuals how they can get ahead by applying EI in the workplace, the author explains how businesses can benefit through its application on a company-wide basis.

Wright, Kevin N. "Leadership Is the Key to Ethical Practice in Criminal Justice Agencies." Criminal Justice Ethics (Summer 1999): pp. 2, 68.Abstract: Inappropriate, illegal and unethical behavior occurs in all organizations and criminal justice agencies are no exception. The organizational climate which is directly influenced by leadership of the agency determines how much unethical behavior will be present in a criminal justice agency.

Revised by Marian Allen, 3/01