The goals of community policing are to prevent crime, deter fear, and enhance community safety. They must be achieved not only through external cooperation collaboration, but from internal support as well. This 1999 study surveyed 198 police officers regarding their attitudes toward leadership in COP programs. Results showed that most officers did not believe their chief possessed leadership skills needed to implement COP programs. The skills lacking were uniting personnel in pursuing department goals, creative problem-solving and involving employees in developing department policies. Officers who had received training on community policing more strongly agreed, compared to those who had not, that the chief’s current management style and the department’s organizational climate were not conducive to COP implementation. Administrative personnel much more strongly believed, compared to the patrol, detective, and services officers, that the leadership and management style of the chief were helpful in implementing COP programs. It was concluded that chief executives must convey their understanding of the COP concept to their officers. It was also important to nurture the growth of community policing by creating an environment conducive to COP implementation. This study only examined the management aspect of COP, one of the three elements of the organizational dimension. Future research should study the two other elements -- structure and information -- by focusing on the types of restructuring associated with COP, and the way information is obtained and used. 6 tables and 30 notes.