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Federalist No. 85 offers a synopsis of the overall case for the Constitution. Describing the dangers of a nation without a national government as an "awful spectacle," the paper provides a rebuttal to the active opposition to ratification. Focusing entirely on the operations of government, this essay examines contemporary challenges to faithfully executing the laws and offers an analysis of comprehensive reforms for creating greater accountability, efficiency, and productivity.

Faulty and dysfunctional incentive systems have long interested, and frustrated, managers and organizational scholars alike. In this analysis, we pick up where Kerr (1975) left off and advance an explanation for why bad incentive systems are so prevalent in organizations. We propose that one contributing factor lies in the psychology of people who occupy managerial roles. Although designing effective incentive systems is a challenge wrought with perils for anyone, we believe the psychological consequences and correlates of higher rank within organizations make the challenge more severe for managers. Patterns of promotion and hiring typically yield managers that are more competent than their employees, and ascending to management positions increases individuals' workload and power. In turn, these factors make managers more egocentrically anchored and cognitively abstract, while also reducing their available cognitive capacity for any given task, all of which we argue limits their ability to design effective incentives for employees. Thus, ironically, those with the power to design incentives may be those least able to effectively do so. We discuss four specific types of bad incentive systems that can arise from these psychological tendencies in managers: those that over-emphasize compensation, generate weak motivation, offer perverse motivation, or are misaligned with organizational culture.

Strong property tax growth and proactive policies - including beginning the recession with a substantial surplus of $5.3 billion (9 percent of revenues) - offset a severe contraction in income tax receipts, protecting the City's budget such that it never contracted in absolute terms during or immediately following the Great Recession. Policymakers increased property and sales tax rates, utilized fund balances, cut agency budgets repeatedly, and re-appropriated retiree health benefits in response to the fiscal challenges brought about by the Great Recession. Whether one attributes it to compliance with a strong, state-mandated, balanced budget rule or adept leadership, New York City certainly appears to be dealing effectively with the Great Recession's impact on its budget. However, City leaders have asked lower income residents to bear a substantial portion of the burden by favoring more regressive tax policies and by cutting the social service agency's budget substantially. With forecast budget gaps of $3 billion and $4 billion in FY 2012 and FY 2013, the long-term impact of the Great Recession on New York City's budget remains an open question.

Leading Change Step-by-Step offers a comprehensive and practical guide for leaders.  This field-tested approach has been used successfully bot more than a decade in a wide variety of organizations including nonprofits, schools and districts, universities, public, and international agencies.  The book is filled with proven tactics for implementing change successfully, with tools to put the tactics into practice, and common mistakes to avoid.  Also included are stories of struggle and success that show how this approach has been used effectively in 22 states and internationally.  The approach helps guide leaders through analyzing situations, ideitifying stakeholders, and working with them effectively to bring about the desired results.

Research suggests advances in students’ multicultural competence following multicultural counseling training. Increasingly, however, multicultural counseling courses have emphasized self awareness, which has increased the affective demands of these courses and student resistance to learning the material. This paper proposes a pedagogical model to enhance multicultural counseling training that attends both to content and process variables that may impact classroom learning. Its fundamental premise is that psychological safety, the belief that the classroom is safe for taking interpersonal risks, must be present for increasing knowledge and awareness around the charged, and often taboo, topics of race and culture in multicultural counseling training. The model integrates research from psychology, education, and management, including identity threat, culture-centered teaching practices, racial identity, and learning frames. The authors conclude with implications for classroom teaching.

Cassandra Shaylor and Cynthia Chandler founded Justice Now in 2000. They push hard for prison abolition while advocating for better health care and conditions for prisoners in California's two largest women's prisons. They prioritize the leadership of prisoners, and offer interns the opportunity to work and meet with women inside prisons to learn firsthand about prisoners' human struggles as well as the policy implications of state sponsored violence. Their strategies include the following:

• Conduct Legal Visits Inside Prisons to Expose and Challenge Human Rights Abuses: Shaylor, Chandler and the Justice Now interns spend as much time as possible inside prisons to uncover human rights abuses and organize to challenge them. They build relationships with women inside and become the eyes and ears to the outside.
• Build Leadership Among Prisoners: Justice Now engages people in prison in the organization's work at every level. They also assist women who are already working as activists within the prisons.
• Push the Prison Abolition Frontier: While Justice Now helps to improve health care and other conditions, they oppose prison reformation efforts. Instead they push for prison abolition.
• Spread a Vision of a World Without Prisons: Through plays, music, oral histories and toolkits, the organization helps envision and promote a new approach to building lives, not locking people away.

In this leadership story Shaylor and Chandler, along with Justice Now interns and activists, describe their experiences in this case example.

Ample research documents the ubiquity of routines in street-level practice. Some individual-level and organizational-level research has explored how to break street-level routines, but little has looked at the work group level. Our study observed teams of state child welfare workers over 2.5 years, documenting whether they discarded old routines and learned new ones. Results suggest that team characteristics such as clear direction and reflective behaviors had greater influence on team learning than individual characteristics such as stress level, tenure, and educational level. We suggest that group-level factors be included in future models of what enables the re-creation of street-level practice.

Has the role of the social entrepreneur been glorified as the primary driver of social breakthrough? Have we neglected the important role that all change agents play? What must be done to create the networks that create so many breakthroughs? How does the breakthrough cycle actually work? How do we strengthen the infrastructure that supports social change organizations in their quest? Driving Social Change is the ultimate introduction to the many steps needed to challenge and replace the prevailing wisdom.

Based on the latest research from author, professor, and Washington Post online columnist Paul C. Light, Driving Social Change confronts head-on the seemingly eternal questions of solving tough, even intractable, social problems. Starting with the definition of social entrepreneurship as a powerful driver of social change, it goes well beyond the concept to a more detailed assessment of the "breakthrough" cycle with several other drivers. Along the way, the book focuses on the need to protect past social breakthroughs from complacency and counterattack.

If our purpose is to change the world, writes Light, we must concentrate on every driver possible, not just the ones we can see. To that end, the book highlights alternative paths to creating social breakthrough and provides actionable advice, exploring:

-Strategies to broaden the definition of social entrepreneurship

-Tactics to build strong social organizations and networks

-Dynamic methods to respond to constant economic and social change

-The journey from initial commitment to a world of justice and opportunity

As much as social entrepreneurship is a wondrous, inspirational act, even more extraordinary is the creation of durable social impact through whatever means necessary. Driving Social Change tells us that we should be less concerned about the tools of agitation and more concerned about the disruption and replacement of the status quo.

Holding old mindsets up to the light of day, this timely book unflinchingly addresses the change process and challenges us to question our beliefs about how it really works.

Attention to the relational dimensions of leadership represents a new frontier of leadership research and is an expression of the growing scholarly interest in the conditions that foster collective action within and across boundaries. This article explores the antecedents of collaboration from the perspective of social change organizations engaged in processes of collaborative governance. Using a constructionist lens, the study illuminates the question how do social change leaders secure the connectedness needed for collaborative work to advance their organization's mission? The article draws on data from a national, multi-year, multi-modal qualitative study of social change organizations and their leaders. These organizations represent disenfranchised communities which aspire to influence policy makers and other social actors to change the conditions that affect their members' lives. Narrative analysis of transcripts from in-depth interviews in 38 organizations yielded five leadership practices that foster strong relational bonds either within organizations or across boundaries with others. The article describes how these practices nurture interdependence either by forging new connections, strengthening existing ones, or capitalizing on strong ones.

In summary, these exemplary non-profit organizations were often very strategic in how they framed problems, solutions and the people they served. This suggests that public organizations could also be more deliberate in their framing processes. Organizational leaders might want to talk explicitly about the shifts they are trying to create, and whether these fit together or act at cross purposes, in addition to how well they match the organization’s goals and mission. Prompting cognitive shifts is at the heart of public leadership.

Leadership studies focusing on race–ethnicity provide particularly rich contexts to illuminate the human condition as it pertains to leadership. Yet insights about the leadership experience of people of color from context-rich research within education, communications and black studies remain marginal in the field. Our framework integrates these, categorizing reviewed studies according to the effects of race–ethnicity on perceptions of leadership, the effects of race–ethnicity on leadership enactments, and actors' approach to the social reality of race–ethnicity. The review reveals a gradual convergence of theories of leadership and theories of race–ethnicity as their relational dimensions are increasingly emphasized. A shift in the conceptualization of race–ethnicity in relation to leadership is reported, from a constraint to a personal resource to a simultaneous consideration of its constraining and liberating capacity. Concurrent shifts in the treatment of context, power, agency versus structure and causality are also explored, as are fertile areas for future research.

General editor Haider-Markel (U. of Kansas) presents a two-volume encyclopedia intended to serve as a first-stop reference on state politics in the United States, which also includes some coverage of US overseas territories and Puerto Rico. The encyclopedia opens with four broad topical essays on the evolution and impact of state constitutions, the impact of direct democracy (voter initiatives and the like), cooperation between the states, and states as policy testing grounds. It then presents individual state profiles, about ten pages each, that are uniformly structured to allow comparison of state history, the political environment, elections and voting behavior, the legislative branch, the executive branch, the judicial branch, intergovernmental relations, state-tribal relations (where applicable), and long-term issues and policy trends. The state entries also include bibliographies; charts showing partisan distribution of presidential elections from 1988 to 2004; and data tables on political history, political environment, elections and voting behavior, the legislative branch, the executive branch, and the judicial branch. Also included are some 175 A-to-Z topical entries discussing general concepts related to governmental functions and procedures, government structures and bodies, political theory, and political behavior. Examples of specific topics would include gerrymandering, impeachment, public health, auditor, bicameralism, legislative leadership, common law, judicial review, and social welfare. Finally, statistical data on populations, economics, finance, the environment, government spending, voting, and campaign fundraising is presented for all 50 states, followed by a comprehensive index.

This report - the product of a partnership between the White House Project and RCLA - gives a glimpse into candid discussions among top women executives about leadership styles, ambivalence about ambition, and the role race plays as women confront not just a single glass ceiling but a series of challenges in "the labyrinth of leadership."

Sensegiving -- shaping how people understand themselves, their work, and others engaged in that work -- is critical to the work of organizational leadership. We propose the cognitive shift, a change in how an organizational audience understands an important element of the organization's work, as a desired outcome of the sensegiving process. Organizations try to spur these shifts in two categories: about their issue and about their primary constituency, the population it is designed to serve or mobilize. This approach makes two contributions: It re-directs attention from individual leaders' behaviors and characteristics to the work of leadership, as opposed to the agents through which it is carried out. Second, it operationalizes the intangible process of meaning-making by breaking it down into discrete units that are relatively equivalent and, therefore, comparable, providing a systematic way to analyze and map cognitive leadership processes.

Community-Driven Development (CDD) projects have motivated both large amounts of funding from international development agencies and a number of general critiques centering on the potential susceptibility of decentralized projects to local elite capture. Drawing on case analysis and surveys fielded in 250 Indonesian sub-districts, this paper subjects the design logic of a CDD project to close empirical testing. Results suggest that while CDD projects can help create spaces for a broader range of elite and non-elite community leaders to emerge, elite control of project decision-making is pervasive. However, its effects can be influenced by project-initiated accountability arrangements, such as democratic leadership selection.

Social entrepreneurship has come to be synonymous with the individual visionary - the risk taker who goes against the
tide to start a new organization to create dramatic social change. The problem with focusing so much attention
on the individual entrepreneur is that it neglects to recognize and support thousands of other individuals, groups, and organizations that are crafting solutions to troubles around the globe.

Substantial national attention is being directed at enhancing the competency levels of early careerists in healthcare management. In this study, we examined preceptors' ratings of administrative resident/fellow competencies in multiple domains, and we compared those to our previous results of self-rated competency by residents/fellows. In this national sample of preceptors (n=61) of administrative residency/fellowship program listed with the American College of Healthcare Executives, competency in the information management domain was ranked highest, with more than half of preceptors (55.7%) giving their residents/fellows an "A" rating. Fewer preceptors (between 30.0% and 39.2%) gave their residents/fellows an "A" rating in domains of interpersonal and emotional intelligence, analytic and conceptual reasoning, and clinical operations. Less than 20% of preceptors rated competencies as "A" level in the domains of human resources/marketing/public affairs, financial management, fund raising, and facilities management. There were significant differences in preceptor ratings compared with resident/fellow self-ratings, with preceptors often providing lower ratings than provided by resident/fellows. The findings highlight the need not only to enhance competency levels of graduates but also to address the potential mismatch in early careerists' and preceptors' views about required and attained competency levels.

The April, 2003 meeting of the general theory scholars included invitations to scholars utilizing action-research methodologies as well as to practitioners on the frontline of leadership development in communities. Ospina discussed the participant-centered research she and her colleagues are undertaking for the Ford Foundation's Leadership for a Changing World program and shared with the other scholars some findings emerging from this approach. Using a constructionist lens, Ospina and her colleagues are working with social change leaders to understand how leadership emerges and develops in community-based organizations engaged in social change agendas.

Philanthropies and government agencies interested in children’s issues are encouraging localities to improve the process of collecting, linking, and sharing microdata and aggregated summary statistics. An implicit assumption of these efforts is that outcomes will improve as a result of the new approaches. However, there has been little systematic study of these efforts. In this article, we examine efforts to improve data practice in 15 distressed American cities. Interviews conducted in these cities revealed variation in the types of information collected, dissemination, and intended audiences. We identify significant challenges to these efforts, including adequate resources, turf battles, technical problems, access to information sources, inconsistent leadership, and absence of political will. We find that little is known about the impact of these initiatives on decision making. Assumptions that improved data practice will lead to improved policy making have not yet been realized in these cities.

Written by an international panel of distinguished global health experts, this book distills valuable lessons from a wide variety of successful health programs that have been implemented around the world. "Global Health Leadership and Management gives practical suggestions for enhancing and developing the essential skills of leadership, management, communication, and project planning for health care leaders. The book will assist health leaders to work well within their communities and effectively plan, direct, implement, and evaluate effective programs and activities. "Global Health Leadership and Management outlines and describes such core competencies as Identifying challenges and developing and managing policy Developing strategies, pathways, and solutions Creating networks and partnerships and planning for change Learning from experience to build a generation of leaders Leading and managing teams by recognizing and celebrating success

A traditional view of scholarly quality defines rigor as the application of method and assumes an implicit connection with relevance. But as an applied field, public administration requires explicit attention to both rigor and relevance. Interpretive scholars' notions of rigor demand an explicit inclusion of relevance as an integral aspect of quality. As one form of interpretive research, narrative inquiry illuminates how this can be done. Appreciating this contribution requires a deeper knowledge of the logic of narrative inquiry, an acknowledgement of the diversity of narrative approaches, and attention to the implications for judging its quality. We use our story about community-based leadership research to develop and illustrate this argument.

In this article, I reflect on how my white racial identity shaped and, in turn, was shaped by my dissertation data collection. I identify specific choices and experiences in the research interviews that were influenced by my race, using data both from my own journal as well as feedback about my interviews from two informants of color. I also trace how conducting the interviews and writing about them in my journal affected how I make meaning of my racial identity. I offer these reflections as a contribution to two conversations, both related to exploring and learning about race. First, my discussion of how being white influenced my study contributes to important dialogues about how researcher identities reverberate through the research process. Second, my consideration of the change in my racial identity suggests implications for those interested in learning from and about race. Specifically, it suggests that whites must claim a voice on race in order to contribute meaningfully to cross-racial learning.

The question for this paper is not whether social entrepreneurs exist, however, but whether the field of social entrepreneurship is too exclusive for its own good. The field has mostly defined social entrepreneurs as individuals who launch entirely new social-purpose nonprofit ventures. In doing so, the field may have excluded large numbers of individuals and entities that are equally deserving of the support, networking, and training now reserved for individuals who meet both the current definitional tests of a social entrepreneur and the ever-growing list of exemplars.
Not only does this definition deny the possibility that the intensity and quantity of social entrepreneurship might vary over time and across individuals and entities, it also substantially reduces the population of entrepreneurs who might form the basis for the kind of evidence-based, large-sample, control-group research needed to determine what truly matters to successful social entrepreneurship.

A traditional view of scholarly quality defines rigor as the application of method and assumes an implicit connection with relevance. But as an applied field, public administration requires explicit attention to both rigor and relevance. Interpretive scholars' notions of rigor demand an explicit inclusion of relevance as an integral aspect of quality. As one form of interpretive research, narrative inquiry illuminates how this can be done. Appreciating this contribution requires a deeper knowledge of the logic of narrative inquiry, an acknowledgement of the diversity of narrative approaches, and attention to the implications for judging its quality. We use our story about community-based leadership research to develop and illustrate this argument.

In recent years, people have begun to examine family dynamics for clues to individual success. Birth order, in particular, has been a favored explanation for the differences between siblings in everything from leadership skills to romantic conquests. Now Dalton Conley, a sociology professor at NYU, reveals that indeed our siblings may affect how our lives turn out, but not in the ways we might think. Conley made an effort not to simplify the very complex familial data collected by both the United States Census, a long-term study conducted by the University of Michigan, and the University of Chicago's General Social Survey. What he found was that the differences between siblings outweigh almost every other kind of difference between any two individuals in the United States. Every family has a pecking order independent of birth order, and the differences between siblings are magnified by poverty and disenfranchisement. In these situations, families invest in the sibling most likely to succeed, leading to stark divides, even class differences between family members. Oddly, the choice of successful sibling is made independent of birth order, parental attention, or innate talents, and becomes a tacit agreement among family members. Conley uses a plethora of examples, including Bill and Roger Clinton, to illustrate his findings, and readers will nod knowingly at many of the ubiquitous family behaviors that set siblings up for differing life paths. Ultimately, what The Pecking Order reveals is that there is no single factor that can predict one's success or failure in life, but that complex, multilayered familial dynamics play the biggest part in determining our fate.

The strategies and methods used by the New York Immigration Coalition (NYIC) are attracting increased attention for their sustainable collaborative systems that address critical social and economic needs. This case focuses on the evolution of NYIC's successful methods for building bridges across sectors and among a diverse group of immigrant communities, and the leadership approach that made it work.

The Burlington Community Land Trust has a radical vision: to secure housing as a basic right, not as a commodity to be bought and sold. The Trust enables low-income families to buy homes on land it owns, controls and keeps perpetually affordable. Founded over 20 years ago, the Trust uses the following approaches: Pursue a Practical Approach: Low-income people receive subsidies from the Trust to buy their homes. The Trust also buys the land on which the home sits, and leases it to the homebuyers. When the homeowners sell, they receive 25% of the increased equity. The Trust gets 75% and uses this to keep the housing permanently affordable. Build a Grassroots Base: The Trust cultivates a membership of 2,400 people. The organization conducts a membership drive and holds neighborhood meetings before taking on a new project in a community. Institutionalize Democratic Leadership: All members have voting rights. The community-based board makes all substantive program decisions. Balance Opposing Opinions: The organization maintains a diverse mix of grassroots and conservative interests on its board as well as among its membership and supporters. The Trust encourages debate. According to one member, disagreement actually serves as a bond: “We have to get it right.”

Educational reform over the past two decades has focused primarily on schools as the critical units of change, often ignoring the role of districts and their effect on schools' performance. Although national reform efforts such as the recently reauthorized Elementary and Secondary Education Act (the No Child Left Behind Act), are directed primarily at schools, local school districts are responsible for a number of functions critical to schooling effectiveness (e.g., hiring, collective bargaining, curriculum development, assessment, fiscal operations, and ancillary functions). Refocusing attention on districts and their effect on schools, this study found differences between high-and low performing community school districts, or administrative subunits, within the NewYork City school system in terms of educational goals, instructional focus, leadership development, teacher recruitment and retention, and professional development.

Fixing problems in the federal government. In 2003, the National Commission on the Public Service, chaired by Paul Volcker, issued a report detailing problems within the federal government today and recommending changes in its organization, leadership, and operations. This book suggests practical ways to implement the recommendations and defines a research agenda for the future. Thirteen essays address the primary problem areas identified by the Volcker Commission, and the commission report itself is included.

People are fascinated by the stories of leaders, but not much has been written about the forces that shape them. This set brings together "what truly matters about leadership" to map an emerging discipline that draws from history, philosophy, sociology, anthropology, political science, and psychology. It seeks to answer questions such as what is leadership? What is a great leader? What is a great follower? What are the types of leadership? And how does someone become a leader?

This chapter explores the potential of appreciative inquiry for doing empirical work on leadership. We use a framework that matches a constructionist theoretical lens, an appreciative and participative stance, a focus on the work of leadership (as opposed to leaders), and multiple methods of inquiry (narrative, ethnographic and cooperative). We elaborate on our experiences with narrative inquiry, while highlighting the value of doing narrative inquiry in an appreciative manner. Finally, we suggest that this particular framework is helping us see how social change leadership work reframes the value that the larger society attributes to members of vulnerable communities.

This reader uses an alternative approach to gender at work to provoke new thinking about traditional management topics, such as leadership and negotiation.Presents students with an alternative conceptual approach to gender in the workplace. Connects gender with other dimensions of difference such as race and class for a deeper understanding of diversity in organizations. Illustrates how traditional images of competence and the ideal worker result in narrow ways of thinking about work, limiting both opportunity and organizational effectiveness. Provokes new ways of thinking about leadership, human resource management, negotiation, globalization and organizational change.

This reader uses an alternative approach to gender at work to provoke new thinking about traditional management topics, such as leadership and negotiation. Presents students with an alternative conceptual approach to gender in the workplace. Connects gender with other dimensions of difference such as race and class for a deeper understanding of diversity in organizations. Illustrates how traditional images of competence and the ideal worker result in narrow ways of thinking about work, limiting both opportunity and organizational effectiveness. Provokes new ways of thinking about leadership, human resource management, negotiation, globalization and organizational change.

International donors have attempted to contribute to, and indeed influence, the overall tenor of socioeconomic and governance-related reforms in Vietnam. They have done so in a number of ways: directly supporting policy research, stablishing forums for debate of developmental issues with government counterparts, funding projects on administrative and judiciary reform and central level capacity building, and providing direct financial and sometimes indirect support for ‘indigenous’ NGOs, primarily development service organizations working as contractors for particular development projects. This paper examines another modality through which donors sought to influence administrative reform over the heady ‘development decade’ of the 1990s – donor support for rural development projects conceived as ‘policy experiments’ (Rondinelli 1983). Though diverse in sectoral focus, these projects commonly attempted to introduce local institutional arrangements promoting greater responsiveness and accountability of local governments to rural communities as a whole, or to particular sub-groups such as smallholder farmers. To do so, local organizations or grassroots groups were typically established as new ways of organizing the rural populace to demand, plan for, access or provide services underpinning rural development and poverty alleviation. “Local development groups” (LDGs) is the name I give to groups comprised of farmers and other end-users of project services (or representatives they choose) that were formed in the process of implementing particular development projects. This paper probes the experience of these development projects and LDGs over approximately the last ten years. It depicts how projects funded by a wide range of donors became an important part of the institutional landscape in many areas of Vietnam, leaving a significant mark on many sectors related to rural  development. Five sections follow this introduction. The first examines how changing donor roles interacted with institutional developments to produce an opportunity for projects to influence policy. Section two presents a theoretical framework with which to assess LDGs and the policy experiments in which they were embedded, which section three applies the framework to a sample of 15 donor projects operational over the 1990s in Vietnam. Section four presents more qualitative detail on a few of the higher-impact projects. The final section concludes with  implications for donors and the study of local institutional change in Vietnam.

The public sector currently employs around 40 percent of all union members in the United States. Pressures for cost-effective and quality government services have placed new demands on the labor-management relationship. A fluctuating set of expectations about the appropriate responsibilities of government and a shifting political culture are severely testing the ability of the public sector to meet demands for increased accountability and expanded services. Especially in an age of knowledge workers, the traditional division between labor and management regarding leadership and work may no longer be viable. Going Public examines the forces affecting labor and management and the prospects for adopting service-oriented cooperative relationships as a key strategy for meeting the expanded demands on the public sector.

A major issue on the national agenda in the United Kingdom is how to improve public services. There is no single, simple solution. A serious commitment to that goal will require additional resources and innovative leadership that can use the funding wisely. Such an effort also will require new organizational forms for the delivery of services. Alternatives to both traditional public bureaucracies and for-profit businesses are likely to be an essential component of designs for more cost effective public services. The Public Management Foundation (PMF) in London is a ‘think tank' that has begun to address the emerging need for new organizational structures. Their suggestion is to develop an entity that they call a ‘public interest company' (PIC). Such a body is proposed as one of many ways to help improve services: ‘Our collective point is that the way in which the British system allows organisations to deliver public services has been too restrictive and a far wider variety of organisational forms for public service delivery needs to be encouraged. The public interest company will be just one of these.'

The Ford Foundation, the Washington D.C. based Advocacy Institute and the Robert F. Wagner Graduate School of Public Service at New York University are partners in a new
leadership awards program called Leadership for a Changing World (LCW). The goal of this program is to recognize and better understand social change leadership in American
communities. As the research and documentation team for the project, we are partnering with the program's awardees to generate new knowledge about the ways in which communities trying to make social change engage in the work of leadership. In doing this work, we have begun to explore and test a new approach to working with practitioners to co-produce knowledge about leadership.

This report recommends a comprehensive reassessment of federal health policies, programs, and processes, including federal-state roles and relationships, and some immediate actions to promote and protect the nation's health and to provide leadership in world health. The report concentrates on the challenges facing the secretary of the U.S. Department of Health and Human Services (DHHS) as the head of the lead health agency in the federal government. The federal government is responsible for five main functions related to health policy: financing; public health protection; collecting and disseminating information about U.S. health and health care delivery systems; capacity building for population health; and direct management of services.

Unlike the current categorical, or highly specialized, approach leading to policies and programs addressing the needs of a specific population, illness, or organizational constituency, a new, comprehensive approach to policy for the 21st century should promote coordinated efforts across programs in order to achieve three goals:

* create conditions that lead to longer, healthier lives for all Americans;
* eliminate health disparities;
* protect communities from avoidable health hazards and help them to address their own health problems.

This paper develops a view of leadership as a social construct, as something that is created through dialogue among groups of people in a particular context. Different contexts allow us to see how leadership emerges in action. We further develop the idea that leadership is relational to highlight its social and collective nature and to stress the importance of studying leadership in context. The way people make meaning of leadership is an important focus, so it becomes necessary to understand the "knowledge principle," or dominant ideas that inform the work of leadership, as well. This approach contributes to the development of the body of literature that views leadership as a collective achievement, not something that belongs to an individual. Not only does this approach hold promise to provide interesting new insights to enrich leadership theory, it allows for the opportunity to produce new knowledge that is useful to practitioners, thereby enhancing existing leadership and inspiring new leadership to emerge.

This article explores public-sector succession in the U.S. Most literature on succession and succession planning begin with a familiar lament: executive-level transition merits more attention than it gets in the literature. It is a serious matter that succession planning in the public sector, especially below the presidential level, has not received much attention in the literature. However, a more critical issue is that it has not received much attention in the actual world of public service. This omission, in part, reflects the fact that leaders in the public sector have themselves not taken the issue of succession planning seriously, except for obvious concerns like elections and mandates. Doing strategic executive searches in the public sector is difficult, but that is a secondary factor. What is primary is changing public-sector culture so that focusing on succession and beyond becomes a hallmark of strategic leadership. There are actually two challenges to managing succession: technology and turbulence. Public-sector leaders have limited access to search technology and search firms; they may not even understand the steps in a strategic search process. Public-sector leaders too often allow the turbulence to limit their scope of action, whereas private-sector leaders are expected to manage the turbulence.