The business literature distinguishes ‘tame’ and ‘wicked’ problems. Ten cited differences emphasise that, whilst the former have correct solutions, we cannot agree on the correct analysis of, let alone solutions for, the latter. Whilst administration and management are appropriate for tackling tame problems, wicked problems require leadership. Many policing decisions, and other public protection and human services, involve ‘wicked’ problems. Thus they require leadership, rather than administration or management. This article explains these points and discusses the implications.