All 266 officers in the department were interviewed and then administered a questionnaire. Data on the perceptions of the sergeant's role from these sources were analyzed by rank, age, education, and years of experience. Results show that the sergeant's subordinates rate his performance lower than he rates himself; the ratings of the sergeant's superiors concur with the sergeant's own, revealing an upward orientation and a uniformity of values and aspirations among all supervisory personnel. Moreover, the results indicate that first-line supervisors successfully transmit to their superiors their own perceptions of their behavior and performance. This process ensures management solidarity and shows that first-line supervisors consciously or unconsciously strive to maintain opinions and behavior that concur with those promoted to higher management. Results of the interviews with the officers also point out that the line officers' and detectives' critical evaluation of sergeants exists mainly because of a lack of understanding of the sergeant's role, its complexity, and the many divergent demands made on the sergeant. Consequently, corrective actions can be taken by sergeants primarily in the area of enhanced communication with subordinates to create greater understanding of their numerous roles. Also, the police organization can magnify the importance of sergeants' roles and ensure their optimal functioning by more sharply defining the sergeant's role, providing stronger support, opening up training opportunities, and counseling ineffective sergeants. Five data tables, the questionnaire, and a few footnotes are provided.