Unlike many surveys of the role of leadership in policing, which rely heavily upon theory and models of practice, this text takes into account the realities of police work and uses case studies involving complex, critical incidents. Senior officers from the UK draw from their experiences to describe and analyze leadership and decision-making in high-stress situations, describing the use of electronic debriefs and simulations to define critical incidents, the current state of police leadership research, development of a taxonomy of decision-making in murder inquiries, the work of heuristics and biases in decision-making, the emotional aftermath of homicide investigations, the influence of inertia, and the lessons learned from an extensive exercise on leadership, cooperation and context. Particularly interesting is a study of the perceived relative value of leadership styles in incidents. Distributed in the US by ISBS. Annotation ©2008 Book News, Inc., Portland, OR (booknews.com)