The instrument used in this study evaluated four managerial areas: philosophy of management, planning and goal setting, implementation, and evaluation. While the 255 respondents represented 165 law enforcement organizations from 6 States, 242 were from California. Most were lieutenants or higher in rank, had 10 or more years experience, and had some college education. The most prevalent overall style was the executive followed by the autocrat. The back-up styles (compromiser, missionary, deserter), those with the second highest scores, were more evenly dispersed. Overall primary style scores did not accurately reflect styles as managerial activity changed, as did the component primary styles. Of the respondents, 43 percent changed styles between philosophy and planning, 59 percent between planning and evaluation, and 71 percent between implementation and evaluation. Apparently, there is a considerable difference in styles when managers move from thinking about what is to be done to actually doing it. The paper discusses style changes in detail as well as both managerial and occupational factors that influence style fluctuations of police managers. Tables, footnotes, and approximately 50 references are supplied.