In assessing support for shared leadership among Oklahoma police chiefs, a survey found that although they agreed on the value of shared leadership for law enforcement organizations, they had varying views on the appropriate level of employee involvement in decisionmaking; 40 percent favored "job involvement," 32 percent favored "suggestion involvement," and 24 percent favored "high involvement." One model of shared leadership is called "suggestion involvement." It features opportunities for police personnel at all levels to offer information and suggestions, but without any involvement in decisionmaking about whether to incorporate the suggestions into departmental policy and practice. This model is most effective when an accessible and inviting structure for offering suggestions exists and when personnel at all levels believe their suggestions will be taken seriously and have a good chance of being implemented. A second type of shared leadership is called "job involvement," which describes systems of shared leadership that give personnel a degree of autonomy over the development of their working conditions. This involves being a participant in decisions that affect how one's job tasks are structured and performed. The third type of shared leadership is called "high involvement," which is the most advanced and perhaps the riskiest form of shared leadership. This involves the widespread involvement of personnel in suggesting ideas and concepts for departmental policy and operations as well as providing employees at all levels decisionmaking power in team deliberations. The police chief is key in coordinating whatever structure of shared leadership is chosen. 22 references