Management and Supervision in Law Enforcement

Chapter 1 begins with a general overview of the policing profession before moving into discussions of management and how that role is defined within the context of today's police organizations.

Coverage includes a focus on post-9/11 policing--including research on the effects of 9/11--as well as the latest information on data-driven policing and predictive policing.

The book presents a comprehensive, but not overwhelming, overview of the responsibilities of law enforcement leaders and illustrates the best-known methods and practices of police leadership and management while also turning an eye to the future.

Three themes drive the narrative: participatory leadership and empowerment; enlisting citizen assistance in improving community safety; and accepting change as inevitable and moving to a more humanistic, participatory model of law enforcement.

Offering an accessible style and a solid foundation in the latest research, the book guides readers through the complexities of management and administration in law enforcement. It presents what the authors call "triple-strength learning," presenting all key concepts at least three times within a chapter.

"Roll Call" features (formerly titled "Away From the Desk")present practical insights on a variety of management responsibilities in law enforcement. Topics include "The Role of Supervisors in Upholding Conduct and Related Discipline" (Ch. 10) and "The Sergeant's Role Is the Key to Police Personnel Development" (Ch. 14).

Key terms are introduced in boldface type and defined in the margin, facilitating study and review.

A "Challenge" feature in each chapter presents a scenario that engages students in thinking critically about an issue a law enforcement supervisor could likely face on the job. Questions put students in the driver's seat, giving them practice in considering some of the myriad decisions that supervisors make every day. Topics include a captain tasked with rewriting a policy manual, and a sergeant who feels bogged down by an "inherited" task of reading reports of ten investigators who report to her.

The new "Ethical Dilemma" feature provides students with scenarios in which they must make moral decisions. Each of 10 boxes presents background on an issue, such as an officer's questionable use of social media (Ch. 3), then asks students to assess the situation from a manager's perspective. Was the officer wrong? What kind of discipline should be administered, if any? Supervisors often face circumstances where right and wrong are not always black and white, and these new boxes put students in a manager's shoes, showing them the components they must consider to make an informed decision.

Chief Shaun LaDue is now a full co-author of the text. He still contributes his unique perspective in the re-titled "Roll Call" feature, in addition to lending his leadership-focused voice to the rest of the narrative.

The new edition has 15 chapters, as opposed to 17 in the prior edition. In accordance with reviewer feedback, the seventh edition makes it easier for instructors to cover all of the text's content in a single semester, without leaving anything out.

Chapter 1 (Chapter 2 in the sixth edition) now focuses on a broad overview of the policing profession, including the organization and mission of large and small departments. Providing this background at the beginning of the text contextualizes the subsequent discussions of managers and supervisors, and how their roles function within the police organization.

Completely updated with recent research and timely topics, this edition includes new, revised, or expanded discussion of cross-generational communication challenges, the value of social media as a communication tool (Ch. 3); predictive policing, gunshot detection technology (Ch. 4); characteristics of millennials that are relevant in recruiting, realistic job previews (Ch. 6); management of underperformers (Ch. 7); the use of force encounters (Ch. 10); determining staffing needs, the impact of shift length on police performance (Ch. 12); and Smart Policing Initiative (SPI) grantees (Ch. 14).