"How You Can Expand Action Learning To Front Line Employees." Managing Training & Development (August 2002): pp. 2-4.
Notes: (Available fulltext on Infotrac)
Abstract: Even when an organization hires smart people and puts lots of money into developing them, good leaders are not plentiful. Action learning is a powerful way of growing the leadership an organization needs. Action learning can be more efficient and cost-effective than passive classroom instruction. It accommodates different learning styles and challenges the traditional leadership practices and unconscious culture.

"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.

Alsabrook, Carl, et al. "Five Principles of Leadership." Law & Order (May 2001): pp. 112-15.
Abstract: The five principles of leadership are presented. They incorporate managerial theory and practice to the benefit of all police agencies.

Anderson, Terry D. Every Officer a Leader: Transforming Leadership in Police, Justice and Public Safety. Boca Raton, FL: St. Lucie, 1999.
Call Number: HV 7935.A53 1999
Abstract: Provides a 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.

Baker, Thomas E., Effective Police Leadership. Flushing, NY: Looseleaf Law, 2000.
Call Number: HV 8141.B28 2000
Abstract: Defining leadership is a difficult task. However, the application of leadership principles is even more complex. Leadership is a process that fluctuates; but, its basic fundamentals remain constant. This book discusses "Can Do" leadership fundamentals essential to influencing police officers.

Bennis, Warren. Old Dogs, New Tricks. Provo, UT: Executive Excellence, 2000.
Call Number: HD 58.9.B46 2000
Abstract: Shows how today's lean organizations leverage the talents of senior managers to design faster, better and more profitable organizations through creative collaboration. Moving from the authoritarian model of "control, order and predict," to a new paradigm of "acknowledge, create and empower," these organizations continually reinvent themselves to address new markets and capitalize on new technologies. These essays reflect Bennis's latest thinking and insights, showing how authoritarian managers may be transformed into collaborative and creative leaders.

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.

Brewer, Rodney and Tim Hazlette. "Police Leadership in Kentucky: A Thoroughbred Approach." Police Chief (April 2002): pp. 16-20.
Abstract: Discusses the Sergeants' Leadership Academy, created by the Kentucky State Police to perpetuate and enhance the leadership skills necessary to face the challenges of tomorrow. The core curriculum was developed based on a job analysis that detailed the critical functions and skills necessary to effectively perform the duties of a first-line supervisor.

Carrison, Dan. Deadline! How Premier Organizations Win the Race Against Time. New York: AMACOM, 2003.
Call Number: HD 69.T54C37 2003
Notes: (Located in Hoover Room)
Abstract: Deadline! Is an edge-of-your-seat read that demonstrates how to achieve success when racing the clock. It also illuminates principles that apply well beyond deadline management, providing insights to enhance the performance of the entire organization.

Conger, Jay A. and Beth Benjamin. Building Leaders. San Francisco, CA: Jossey-Bass, 1999.
Call Number: HD 57.7.C658 1999
Abstract: 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, H. W., III Robert E. Lee on Leadership. Rocklin, CA: Prima, 1999.
Call Number: E 467.1.L4C8 1999
Abstract: Today's world requires leaders of uncommon excellence who can overcome the cold brutality of constant change. Robert E. Lee was such a leader. He triumphed over challenges people face every day. Guided by his magnificent example, so can you.

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.

Engelson, 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.

Field, Mark W. "Surviving and Thriving in a Radically Changing World: Learning Never Stops for the Successful Leader." Police Chief (March 2002): pp. 41-44.
Abstract: The article discusses the need for successful law enforcement officers and leaders to maintain a constant state of learning in order to adapt to a changing world. Examines the various stages of leadership growth, and looks at ways that law enforcement agencies can improve the training of their officers.

Giuliani, Rudolph W. Leadership. New York: Hyperion, 2002.
Call Number: HD 57.7.G59 2002
Notes: (Located in Hoover Room)
Abstract: Leadership, Giuliani writes, works both ways: It is a privilege, but it carries responsibilities--from imposing a structure suitable to an organization's purpose, to forming a team of people who bring out the best in each other, to taking the right, unexpected risks. A leader must develop strong beliefs, and be held accountable for the results--principles he illustrates with candor and courage throughout the pages of this book. He never knew that the qualities he describes would be put to the test of September 11, he says; but he never doubted that they would prevail.

Gold, Marion E. Top Cops: Profiles of Women in Command. Chicago, IL: Brittany, 1999.
Call Number: HV 8023.G65 1999
Abstract: 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 continuing 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.

Goleman, Daniel, et al. Primal Leadership. Boston, MA: Harvard Business School Press, 2002.
Call Number: HD 57.7.G664 2002
Notes: (Located in Hoover Room)
Abstract: Explores the role of emotional intelligence (EI) in leadership. Drawing from decades of analysis within world-class organizations, the authors show that resonant leaders, whether CEOs or managers, coaches or politicians, excel not just through skill and smarts, but by connecting with others using EI competencies like empathy and self-awareness. They employ up to six leadership styles, from visionary to coaching to pacesetting, fluidly interchanging them as the situation demands.

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.

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

Hooper, Alan and John Potter. Intelligent Leadership. London, England: Random House, 2000.
Call Number: HD 58.8.H66 2001
Abstract: Intelligent Leadership provides an innovative analysis for managers of what makes a leader today, focusing on emotional intelligence and leadership as a psychological commitment.

Johnson, Dan. "A Call for Strategic Planning and Leadership." Police Chief (June 2002): pp. 65-68.
Abstract: There are at least two models of organizational management that are important to consider when discussing law enforcement leadership: the mechanistic or bureaucratic model, and the organic or democratic model. This article discusses both models.

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 affect job performance.

Kotter, John P. What Leaders Really Do. Boston, MA: Harvard Business School Press, 1999.
Call Number: HD 57.7.K665 1999
Abstract: 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, 2002.
Call Number: HD 57.7.K68 2002
Notes: (Located in Hoover Room)
Abstract: The Leadership Challenge captures the continuing interest in leadership as a critical aspect of human organizations. It offers a broader scope for viewing leaders in every industry and all walks of life, including the education and nonprofit fields.

Krames, Jeffrey A. The Rumsfeld Way. New York: McGraw-Hill, 2002.
Reprint: New York
Call Number: UB 210.K73 2002
Notes: (Located in Hoover Room)
Abstract: The Rumsfeld Way provides an enlightening and provocative look at the man the Washington Post has called " the Articulator in Chief," and outlines the leadership skills, methods and strategies that have made Donald Rumsfeld one of today's most trusted and accomplished public figures.

Kroecker, Timothy. "Developing Future Leaders: Making the Link to the Promotional Process." Police Chief (March 2000): pp. 64+.
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.

Lober, Richard E. "Value-Based Leadership and the Role of Internal Affairs." Police Chief (May 2002): pp. 54-57.
Abstract: Discusses certain initiatives that law enforcement agencies should pursue to instill the critical importance of value-based leadership and the proper role of internal affairs in this process. The leadership and management, just like the patrol officer, must live their core values everyday.

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.

Maxwell, John C. The 21 Indispensable Qualities of a Leader. Nashville, TN: Thomas Nelson, 1999.
Call Number: BF 637.L4M39 1999
Notes: (Located in Hoover Room)
Abstract: Part of any leader's development comes from learning the laws of leadership, for those are the tools that teach how leadership works. But leaders are effective because of who they are on the inside. To go to the highest level of leadership, you must develop these character qualities from the inside out. If you look at all great leaders, you will find that they possess the 21 qualities contained in this book.

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

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

Osborne, David and Peter Plastrik. Banishing Bureaucracy. Reading, MA: Addison-Wesley, 1997.
Call Number: JK 421.O72 1997
Notes: (Located in Hoover Room)
Abstract: Reinvention is not just another word for reform, nor is it synonymous with downsizing, or privatization, or simply cutting waste and fraud. It is about something tantamount to changing the very "DNA" of public organizations so they habitually innovate, continually improving their performance without having to be pushed from outside. Drawing on a rich base of American and international case studies, this book delivers the battle-tested, strategic thinking that has proved itself around the globe, in every area of government, from national to local, from defense to day care.

Phillips, Donald T. Lincoln on Leadership. New York: Warner, 1993.
Call Number: E 457.2.P54 1993
Abstract: Examines 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.

Schulz, Dorothy M. "Law Enforcement Leaders: A Survey of Women Police Chiefs in the United States." Police Chief (March 2002): pp. 25-28.
Abstract: Schulz discusses the lack of women police chiefs in US law enforcement, which account for only 1% of police chiefs. She examines some of the reasons behind this situation and ways it can be reversed.

Sewell, James D. "Managing the Stress of Organizational Change." FBI Law Enforcement Bulletin (March 2002): pp. 14-21.
Abstract: Community needs are changing in a variety of ways. Such necessary change impacts the quality and types of services law enforcement organizations provide for their communities, and affects the organization's personnel and the heart of its culture as well. For change to have the desired lasting effect and to become absorbed within the organization's culture, the agency's highest levels of leadership must recognize and properly address the stress that such change brings.

Smith, Dave and Elizabeth Branter. "Police Leadership and the Abilene Paradox." Police Chief (April 2001): pp. 196-98, 200.
Abstract: Issues concerning the resolution of conflict in police decision making are discussed, in particular the Abilene Paradox, in which everyone in a group agrees with an idea publicly but takes a contrary view privately, is examined.

Staveley, Steve. "Taking a Closer Look at Leadership." Journal of California Law Enforcement vol. 36, no. 1(2002): pp. 18-25.
Abstract: Staveley has thought a great deal about leadership and has had the opportunity in his own active career as a police leader and executive to learn what works and what does not work in modern organizations. He addresses the relative need to focus on the development of leadership in public organizations.