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How does the leadership of a Senate committee influence the outcome of bills? In Leadership in Committee C. Lawrence Evans delves into the behavior of legislative leaders and the effects of what they do, how their tactics vary, and why. Using evidence gleaned from personal interviews with a large number of U.S. senators and Senate staff, the author compares the leadership styles of eight committee chairs and ranking minority members in the U.S. Senate. The result is a significant contribution to the literature on American politics, the first book-length, comparative analysis of legislative leadership behavior in the modern Senate.

". . . .this book is highly recommended reading for those interested in both legislative politics and political leadership. . . .Leadership in Committee establishes Evans as one of the handful of political scientists who have done justice to the subtleties of politics in the modern Senate."
---Randall Strahan, Journal of Politics

"Larry Evans has significantly influenced my own work over the years, and Leadership in Committee is one reason why. It is a model of great scholarship, the best work on committee leadership ever written. It has the discriminatory sense of context that appears only when the author truly knows his subject. It is theoretical without being reductionist or vacuously abstract. Its principal claims are general yet sufficiently concrete to be testable, and Evans provides systematic, comparative evidence to support (or qualify) each of them. Larger issues of agenda-setting, institutional structure, partisanship, anticipated reactions, participation, committee-floor bargaining, and strategic action of various kinds receive thoughtful and insightful examination. And the book is simply a terrific read. Too long in coming, the publication of Leadership in Committee in paperback ought to spark a well-deserved revival of interest in this work."
---Richard L. Hall, University of Michigan

Volume 6 of the Leadership Symposia—sponsored by the Department of Admin­istrative Sciences and College of Business Ad­ministration at Southern Illinois University, Carbondale—charts the state of the field of leadership through a judicious mixture of established and emerging scholars.

The text is broken into four parts, with each part containing an Introduction by the editors. Part 1 consists of “Leadership and Managerial Behavior as Loosely Coupled Systems for Moving Beyond Establishment Views,” by the editors; “The Relevance of Some Studies of Managerial Work and Be­havior to Leadership Research,” Rosemary Stewart; “Unstructured, Nonparticipant Ob­servation and the Study of Leaders’ Interper­sonal Contacts,” Robert S. Bussom, Lars L. Larson, and William M. Vicars; “Leaders on Line,” Michael M. Lombardo and Morgan W. McCall, Jr.; and “Various Paths Beyond Es­tablishment Views,” Bernard Wilpert.

Part 2 contains “Multiplexed Supervision and Leadership,” Fred Dansereau, Jr., Joseph A. Alutto, Steven E. Markham, and Mac­Donald Dumas; “A Theory of Leadership Categorization,” Robert G. Lord, Roseanne J.     Foti, and James S. Phillips; “Leadership Ac­tivation Theory,” John E. Sheridan, Jeffrey L. Kerr, and Michael A. Abelson; and “Intensity of Relation, Dyadic-Group Considerations, Cognitive Categorization, and Transforma­tional Leadership,” Bernard M. Bass; “Strat­egies for Dealing with Different Processes in Different Contexts,” Ian Morley, “A Multi­plexed Response to Bass and Morley,” Fred Dansereau, Jr., Joseph A. Alutto, Steven E. Markham, and MacDonald Dumas; and “Properly Categorizing the Commentary,” Roseanne J. Foti, Robert G. Lord, and James S. Phillips.

Part 3 contains “SYMLOG and Leader­ship Theory,” Robert F. Bales and Daniel J. Isenberg; “Toward a Macro-Oriented Model of Leadership: An Odyssey,” James G. Hunt and Richard N. Osborn; and “Toward a Par­adigm Shift in the Study of Leadership,” Henry J. Tosi, Jr.

Essays in part 4 are “If You’re Not Serving Bill and Barbara, Then You’re Not Serving Leadership,” Henry Mintzberg; “Beyond Establishment Leadership Views: An Epilog,” by the editors; “Leadership Research and the European Connection: An Epilog,” Dian-­Marie Hosking and James G. Hunt; and “Conclusion: The Leadership-Management Controversy Revisited,” Schriesheim, Hunt, and Sekaran.

Bringing together graduates of a women's leadership certificate program at Rutgers University's Institute for Women's Leadership, these essays provide a contrasting picture to assumptions about the current death of feminism, the rise of selfishness and individualism, and the disaffected Millennium Generation. Reflecting on a critical juncture in their lives, the years during college and the beginning of careers or graduate studies, the contributors' voices demonstrate the ways that diverse, young, educated women in the United States are embodying and formulating new models of leadership, at the same time as they are finding their own professional paths, ways of being, and places in the world. They reflect on controversial issues such as gay marriage, gender, racial profiling, war, immigration, poverty, urban education, and health care reform in a post-9/11 era.

Leading the Way introduces readers to young women who are being prepared and empowered to assume leadership roles with men in all public arenas, and to accept equal responsibility for making positive social change in the twenty-first century.