Although the private sector has long understood that a customer-focused service is synonymous with success, the concept is less embedded in public agencies such as the Police. Cultural studies consistently argue that police practitioners perceive ‘citizen focused’ or ‘quality of service’ approaches as distant to ‘real policing’, making the concept difficult to implement. This study explores the complex infrastructure required for the implementation of this approach, specifically focusing on senior police leadership. Using semi-structured interviews across a diversity of respondents it provides a case study of a city Police Force in England, who attempted to introduce this approach between 2006-2010. Senior police leaders were reported to exhibit distinct and consistent leadership styles with a ‘transformational’ style more positively associated with the implementation of this agenda. As such it argues specific leadership styles are critical to the delivery of ‘quality’ approaches.