8th Edition

Effective Police Supervision

ISBN 9781138225183
Published March 7, 2017 by Routledge
648 Pages 17 B/W Illustrations

USD $105.00

Prices & shipping based on shipping country


Book Description

Outstanding first-line supervisors are essential to the success of any law enforcement agency, yet many officers lack the supervision training necessary to excel. Effective Police Supervision immerses readers in the group behaviors and organizational dynamics supervisors must master in order to lead their teams and to help create an effective police department. Combining behavioral theory and updated case studies, this core text, now in its eighth edition, is a vital tool for all college students pursuing criminal justice courses on supervisory practices, as well as police officers preparing for promotional exams.

Table of Contents

List of Figures

List of Case Studies


1 Supervision—The Management Task


The Need for Accountability Management

Definition of Accountability

Vital Characteristics of Accountability

Five Levels of Accountability

Supervisory Skills Areas (Hu-TACK)


Management Expectations of the Supervisor

Subordinates’ Expectations of the Supervisor

Peer Expectations of the Supervisor


2 Community-Oriented Policing and Problem Solving—Improving Neighborhood Quality of Life



Quality Supervision

Process Facilitation

Building Partnerships Within the Police Department

Identifying Stakeholders

Supervising Community Police Officers


3 Interpersonal Communications—Striving for Effectiveness

The Importance of Communication Skills

The Communication Process

Communication Patterns

Barriers to Communication

Overcoming Communication Barriers


The Art of Listening

Nonverbal Communications

Communicating with Limited English Proficiency Individuals

Intercultural Communications

Communicating with Hearing-Impaired Individuals


4 Motivation—A Prerequisite for Success

Why Officers Work


Needs-Based Motivation

Motivation–Hygiene Theory

Expectancy Theory

Equity Theory

Sensitivity Theory

How to Motivate


5 Leadership—The Integrative Variable


Theories of Leadership

Leadership Continuum

Supervisory Styles

Leadership Mistakes


6 Team Building—Maximizing the Group Process

The Individual

The Individual and the Group

Role and Function of the Group

Group Development Process

Group Norms

The Group Process

Group Problem Solving

Conducting Meetings



7 Change—Coping with Organizational Life

Factors that Foster Change

Positive Aspects of Change

Accepting Change

Resistance to Change

The Nature of Resistance

Working for Change


8 Performance Appraisal—The Key to Police Personnel Development

People Power

Performance Appraisal

The Human Factor

The Validity and Reliability of Performance Appraisal

The Evaluation Interview

Trends in Performance Appraisals


9 Training, Coaching, Counseling, and Mentoring—Helping Officers Grow and Develop

Teaching Officers

Formal Training

Civil Liability for Failure to Train Police Personnel

The Police Sergeant’s Role as a Trainer

Coaching, Counseling, and Mentoring

Characteristics of an Effective Coach

Principles of Coaching/Counseling/Mentoring

The Supervisor as a Developmental Coach, Counselor, Mentor

Developmental Counseling

The Counseling Process



10 Discipline—An Essential Element of Police Supervision

The Nature of Discipline

Discipline in the Ranks

Positive Discipline

Negative Discipline

Sergeants as Disciplinarians

Fair and Equitable Discipline

The Use and Abuse of Discipline

Keys to Effective Discipline

The Hot Stove Revisited

Firm but Fair Disciplinary Action

Types of Disciplinary Actions

Making the Disciplinary Action Stick

Constructive Discharge

Results of Absent Discipline

Personal and Vicarious Liability


11 Internal Discipline—A System of Accountability

Police Work

Controlling the Police

Personnel Complaint Investigation Policy

Dealing with Police Occupational Deviance

Social Media Concerns

Personnel Complaints

The Civilian Review Movement

Forecasting and Dealing with Potential Disciplinary Problems

Discipline and the Employee Assistance Movement


12 Supervising the Difficult Employee—Special Considerations

Value Statements

Employees as Individuals

Types of Employees

Problem Employees

Millennial Generation

Work Stressors

Personal Problems

Early Warning Systems

Employee Assistance Programs

Critical-Incident Stress Management

Peer Counseling

Fitness-for-Duty Evaluations


13 Supervising Minorities—Respecting Individual and Cultural Differences

Coming to Grips with the Past

The Changing Face of America

Supervising Minorities

Dealing with Employees in a Protected Class

Handling Sexual Harassment in the Workplace

Supervising Sexual-Minority Police Officers

Managing a More Educated Workforce

Training for the New Supervisor


14 Tactical Operations—Critical Incident Deployment

Critical Incidents

Incident Command System

Role of the First-Line Supervisor in Critical Incidents

Critical Incident Management

Supervisory Span of Control

Tactical Teams

Critical Incident Debriefing

SWAT—Special Weapons and Tactics

Militarization of the Police


15 Labor Relations—Problem Solving through Constructive Conflict

Sowing the Seeds of Unionism

Management Rights

Understanding Labor Relations

Selecting a Bargaining Agent

Collective Bargaining

Union Goals

Dealing with Grievances

Impasse Resolution Through Job Actions

Union–Management Relations

Contract Administration

Role of the Sergeant in Collective Bargaining

Interest-Based Bargaining Process


16 Homeland Security and Terrorism—A Changing Role

The Nature of Terrorism

Domestic Terrorism

Foreign Terrorism

American Response to Terrorism

Local Response to Terrorism

Information Versus Intelligence

Identifying Potential Terrorist Targets

Police Supervisor’s Role


Name Index

Subject Index

View More



Larry S. Miller is a Professor in the Department of Criminal Justice and Criminology at East Tennessee State University. A former law enforcement officer and crime laboratory director, Miller has authored or co-authored seven textbooks, including Police Photography, Crime Scene Investigation, Report Writing for Criminal Justice Professionals, and Effective Police Supervision. His research interests and journal publications are in the areas of policing and forensic science.

Harry W. More was a Professor Emeritus at San Jose State University, and a past president of the Academy of Criminal Justice Sciences and the Western Society of Criminology. He taught at Washington State University; Indiana University of Pennsylvania, where he founded and chaired the Criminology program; and San Jose State University, where he chaired the Department of Administration of Justice. Outside of the university setting, he was employed by the U.S. Secret Service, worked in juvenile probation, and taught in-service management personnel in California, Ohio, and Oregon. At the time of his death, he was the President of the Law Enforcement Consulting Group, and had written numerous articles and authored or edited more than 40 texts.

Michael Braswell is Professor Emeritus at East Tennessee State University. He began his career as a prison psychologist and earned his Doctorate in Counseling Psychology from the University of Southern Mississippi in 1975. He joined the Department of Criminal Justice and Criminology at ETSU in 1977, where he taught classes on Ethics and Justice, Human Relations and Criminal Justice, and Film Studies in Crime and Justice. He is widely published, and his textbook Justice, Crime, and Ethics is particularly influential in the field of criminal justice.


I love this text because it is so robust in its case studies, and allows for students to recognize that they need to be true to themselves when determining a management style if they want to be successful. To many students, the idea of creating a unique management style that is in sync with their personalities is a new idea. This text allows us to explore [that idea] in depth. –Michael Ramon, Washington State University

Effective Police Supervision will make excellent outside study material for police promotional examinations. It takes a positive and practical approach, which should be attractive to potential promotional candidates. –Howard Williams, Texas State University