Law enforcement is a unique profession, with officers experiencing a host of freedoms not available to the general public, including the application of deadly force, high-speed driving, and seizing personal property. While these liberties may be necessary, they also can create opportunities for wrongdoing, especially if such behavior is likely to go undetected because of poor supervision. The embarrassment caused by misconduct can damage the public trust, undermine officer morale, and expose agencies to unnecessary—and, in many cases, costly—litigation.¹ Consequently, a clear understanding of the psychology underlying unethical behavior is critical to every law enforcement supervisor and manager at every level of an organization, regardless of one’s agency or mission.