The study explored the values of the police chiefs and their leadership behavior as they carried out their executive functions in the workplace and the community. The police chiefs were asked whether they should do what the 100 questionnaire items suggested. The immediate assistants were asked whether they perceived that the chiefs actually did what the questionnaire items described. Results revealed that the police chiefs placed an extremely high value on the importance of sharing a vision of the future, encouraging and practicing openness and honesty, developing and challenging employees, creating an atmosphere of teamwork and open communication, helping employees do the job, and recognizing excellent performance. They also perceived a significant difference between their executive leadership functions and their management functions. However, the immediate assistants reported a gap between the chiefs' values and behaviors, particularly with respect to the leadership items. The police chiefs tended to be much more involved in the technical and procedural aspects of the managerial process than they themselves believed was appropriate. Thus, executive leadership and executive management are virtually indistinguishable as practiced today in many law enforcement agencies, although they are two separate and clearly distinguishable dimensions of big-city police administration. Separating the leadership functions from the management functions would strengthen both management and leadership and make policing the kind of respected and respectful institution it struggles to be. Tables; figures; footnotes; glossary; appended methodological information, additional results, and instrument; and approximately 200 references