CJMS 660 is a 3-credit graduate course at the University of Maryland Global Campus and the closing course of the criminal justice management specialization in UMGC's MS in Management.
Its prerequisite is 30 credits of program coursework, including all core and criminal justice management specialization courses except MGMT 670. UMGC describes it as a discussion of case studies involving successful leaders in criminal justice, analyzing the characteristics and leadership styles that have proven most effective.
Theories, models, historical examples and practical applications are reviewed, and senior criminal justice leaders discuss issues via videoconferencing.
Listed topics include ethics and virtue, navigating the political environment (being politically savvy without being political), staff development, labor relations, media relations and working with advocacy groups.
Course at a Glance
| Item | Details |
|---|---|
| University | University of Maryland Global Campus (UMGC) |
| Course code | CJMS 660 |
| Level and credits | Graduate, 3 credits |
| Prerequisite | 30 credits of program coursework, including all core and specialization courses except MGMT 670 |
| Format notes | Case studies and videoconference discussions with senior leaders |
| Typical work | Leadership case analyses, reflections, discussions, applied papers |
What CJMS 660 Covers
| Topic | The leadership question |
|---|---|
| Leadership styles and theory | Which styles work best in criminal justice, and when? |
| Ethics and virtue | How do leaders model integrity and handle misconduct? |
| Political environment | How do leaders work with elected officials without becoming partisan? |
| Staff development | How are future leaders identified and grown? |
| Labor relations | How do leaders work with unions and collective agreements? |
| Media and advocacy groups | How do leaders communicate in a crisis and engage critics? |
Key Concepts Explained
Leadership Styles in Context
Transformational leadership inspires change through vision and personal example; transactional leadership relies on clear expectations, rewards and accountability; servant leadership focuses on developing and supporting staff. Criminal justice leaders often blend them, using a more directive style in emergencies and a developmental one in daily management.
Example: A new police chief inherits a department after a misconduct scandal. Transactional tools (clear policies, early-warning systems, consistent discipline) restore accountability, while transformational elements (a vision of community trust, visible personal example) rebuild morale. A CJMS 660 analysis would identify both and assess which mattered more at each stage.
Politically Savvy, Not Political
UMGC's description uses this phrase deliberately. Leaders must understand budgets, elected officials and public opinion, and build relationships across them, without aligning the agency with a party or faction. Doing so protects the agency's legitimacy.
Crisis Communication
When a critical incident occurs, leaders face pressure from staff, unions, media, advocates and officials at once. Timely, accurate and consistent communication, with a willingness to say what is not yet known, preserves trust.
Example: After a controversial use-of-force incident, a sheriff gives an early public statement acknowledging the incident, explaining the independent review process and committing to release information on a set timetable, then meets community advocates and the union separately to hear concerns.
Typical Assignments and How to Approach Them
| Assignment type | What it tests | How to approach it |
|---|---|---|
| Leader case study | Applying theory to real leaders | Describe the situation, identify the style, evaluate effectiveness with evidence |
| Reflection on leader discussions | Learning from practitioners | Connect what leaders said to theory and to your own goals |
| Ethics analysis | Moral reasoning | Apply an ethical framework and consider all stakeholders |
| Leadership development plan | Self-assessment | Identify strengths, gaps and specific actions |
Getting the Most from Leader Discussions
The videoconference discussions with senior leaders are a distinctive part of CJMS 660 and a rich source of material for assignments. Prepare a short list of questions before each session, linked to that week's topic, such as how a leader handled a budget cut or a difficult union negotiation.
Afterwards, record the specific decisions and dilemmas described, then compare them with the theories in your readings. Where practice and theory disagree, say so and suggest why. That kind of analysis shows far more insight than a summary of what was said.
Where Students Get Stuck
- Biography instead of analysis. Focus on decisions and their effects, not life stories.
- Theory without evidence. Support claims about a leader's style with documented actions.
- Generic reflections. Tie reflections to specific points from cases and leader discussions.
Study Tips for CJMS 660
- Take notes during leader discussions on specific decisions and dilemmas; they make strong evidence.
- Revisit earlier CJMS work; this course draws on everything in the specialization.
- Choose a leadership theory you understand well and apply it consistently.
How We Help with CJMS 660
Send the assignment, rubric, case materials and feedback. A graduate writer can explain leadership theories, prepare a model case analysis for reference, or edit your reflection or paper for depth and clarity. See our criminal justice assignment help guide for wider support.
GradeEssays is independent of the University of Maryland Global Campus. Our work is a study aid; you write and submit your own work, including reflections, under UMGC's academic integrity policy. We never invent experiences for you.
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Frequently Asked Questions
UMGC lists 30 credits of program coursework, including all core and criminal justice management specialization courses except MGMT 670.
UMGC states it must be taken after all specialization and core courses except MGMT 670.
It centers on case studies of successful leaders and includes videoconference discussions with senior criminal justice leaders.
Understanding and working within the political environment, including budgets and elected officials, without aligning the agency with any party or faction.
Transformational, transactional and servant leadership are common starting points; follow your course readings for others.
No. Reflections must be your own. We can explain theories, provide models on similar topics and give feedback on your draft.