The first chapter discusses the qualities and responsibilities of a leader in police work. An effective police leader will initiate performance, work well with others, embrace change, do the job, build trust, communicate well, identify with followers/subordinates, and extend vision. This chapter is followed by one that focuses on the importance of and obstructions to positive change in policing. For police executives to implement community policing methodologies, they must first address the elements in their agencies that hinder quality policing. The next chapter discusses how police agencies can address police-community problems before they engender a general mistrust of police in the community. Chapter 4 considers two basic management failures common in most police agencies: the failure to raise qualifications and standards and the belief that micromanagement is a tool that can get the job done. Chapter 5 explains how to integrate total quality leadership/total quality management (TQL/TQM) into all management levels of a police agency. The TQL/TQM methodology invites total participation by police department personnel on all levels of the organization. In addition, public input is welcome. Other chapters on community policing discuss the implementation of community policing, the reorganization of patrol operations, quality-of-life policing, police relationships with youth, the use of the citizen survey, and policing in the midst of cultural diversity among citizens. Also discussed are intelligence gathering in a community policing strategy, victim-oriented policing, the use of volunteers, handling community conflicts, and the implications of the "information highway" for community policing. Subject index