Influencing others is of particular importance in police leadership because of the special position of the police supervisor. Unlike many other managers, police supervisors are accountable for subordinates who by the nature of their roles operate without direct supervision during most of their work period. Many police officers relate to and identify with their agency. They derive self-satisfaction from membership in their department, which represents their need to belong. The accomplishment of objectives and pride in their role appeals to their personal self-worth. Managers must take these variables into consideration in selecting a proper leadership pattern. The particular style chosen by the leader will also be affected by the assumptions concerning subordinates and the particular situation being confronted. The style that incorporates the full use of managerial authority is selected when the manager directs employees to implement orders without question. Such a style is appropriate in emergency situations. Another style is the 'selling' leadership pattern. Selling is recognizing that employees are most likely to support the boss if they understand why a particular approach is being taken. The participative or consultative approach to leadership involves acting only after the manager has obtained suggestions from employees. At the opposite end of the continuum from the full use of authority is a pattern that grants total freedom for making decisions to the work unit. This style of leadership tends to produce an absence of work structure that generates the lack of a sense of achievement. Ten footnotes are provided.