Texas mandates 40 hours of law enforcement management and leadership training biannually for police chiefs. To implement this requirement, from October 1997 to August 1999, the Law Enforcement Management Institute of Texas held 22 statewide training classes. During the training, we administered a survey on legal liabilities in law enforcement, in which 808 usable surveys were completed. Amassing the largest data set on legal liabilities in law enforcement, this article reports results from that survey and documents the chiefs' perceptions of the prevalence of civil litigation, fear of litigation, type of suits filed by members of the public as well as by their own officers, and issues surrounding settlements, policy and procedure changes, training, indemnification, and lawsuit prevention. The article concludes that nationwide systematic data collection should be undertaken on legal liabilities in law enforcement so the public becomes better informed about this important aspect of police work.

Confronting others with constructive criticism and feedback to hold them accountable for their actions and behavior is an important leadership skill in managing people. While the majority of literature generally supports the need for constructive supervisory confrontation in the workplace, few studies have attempted to quantify the issue of supervisory confrontation from the employees perspective. Using data from a 2010 survey of 69 mid- and lower-level employees, this study examines employee perception of two primary forms of supervisory confrontation: supportive and corrective feedback. Our research quantifies six, statistically significant areas of confrontational behavior that were valued by employees and ranks their relative importance in the workplace. Our hypothesis is that positive and supportive feedback is valued more highly by employees, and leaders who are socially and emotionally skilled will have a greater impact on employee performance. An understanding of employee perception and valuation of confrontational behavior can improve supervisory leadership, and can also promote employee job satisfaction, motivate employees, eliminate the need for constant supervision, and influence the quality of and improve workplace relationships.