Respondents were asked in what ways the management of a police agency is unique and in what ways it is similar to the management of any other bureaucracy. Although the police leaders in British Columbia could recognize similarities to other private and public sector bureaucracies in the management and leadership of their own departments and detachments, they were also able to demonstrate a number of distinct differences. There was a consensus that three criteria distinguish policing from other public and private sector bureaucracies, namely accountability, diversity in workload, and performance/productivity measurement. Some officers in charge also cited the paramilitary structure of the police organizations as a unique factor. These differences are important to acknowledge and address when considering the introduction of new management philosophies taken from the private sector. The findings show that although police leaders in one Canadian Province are able to identify similarities between their management and leadership role and that of other chief executive officers, the distinctive nature and function of police organizations makes them managers of unique bureaucracies. 8 references and a 6-item bibliography