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Application information and founda- tion telephone number (where available);

Listing of foundation publications (if any); and

Description of foundaton programs, detailing all relevant data on the grant programs themselves, program pur- poses, grant duration, acceptance terms and conditions, and other special considerations.

Other Features In addition to several indexes cross

referencing the profiled foundations by name, geographic location, and grant- making interests, Foundation Grunts to Z n d i w has an extensive bibliography of reference guides to grants other than those made by foundations, including government grants, scholarships offered directly by universities and cmp~rations, and research funds from nonprofit institutions .

Copies of the sixth edition of Foun- &on Grants to Individuals are available for $24.00 plus $2.00 shipping and handling (prepaid) from: The Foundation Center, 79 Fifth Avenue, Department LX, New York, NY 10003; to place credit card orders, call: (800) 424-9836.

Good Practices in Public Works

To assist local agencies faced with a series of infrastructure issues, the Research Foundation of the American Public Works Association (APWA) has assembled a resource guide detailing practical solutions implemented by 29 local agencies in the United States and

Canada. The APWA Research Founda- tion examined over 130 suggested public works implementation programs to identify a series of practical new procedures of widespread applicability, representing significant improvements over past practices in addressing critical public works needs. Each of the proposed methods in Good Practices in Public Works was subjected to rigorous review by panels of professional public works managers prior to publication.

Good Practices in Public Works reports in detail on the topics of recycling programs, infrastructure inventory methods, quality assurance in contracted operations, geoprocessing, use of common trenches for utility lines, generating public support for bond issues, systems for reducing utility line disruptions, and reducing traffic con- gestion using microcomputers. Each topic area includes the names and telephone numbers of experts to contact for aid in obtaining additional information.

The book is divided into four main chapters detailing methods public works managers can use to:

Improve maintenance;

Increase service without expanding facilities;

Streamline public works manage- ment: and

Expand sources of revenue.

produced under the sponsorship of the

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National Council on Public Works paid, AF’WA members) from: American Improvement, Good Practices in Public Public Works Association, P.O. Box Works is available for $25.00 (prepaid, 94310, Chicago, IL 60678-4310; (312) non-APWA members) or $20.00 @re- 667-2200.

Community Leadership: An Annotated Bibliography compiled by Sheila Blair for delegates to the NACLO Annual Conference, September 18-20, 1988 Bellah, Robert N., et al. Habits ofthe

Heart: Individualism and Commirment in American Life (Berkeley, Calif.: University of California Press, 1985).

One of the most quoted and talked about books of the past few years, Habits of the Heart is especially relevant to community leadership programs because its central theme is the role of indi- vidualism in the United States today, and ways in which people go about working out their public and private responsibil- ities. Large sections are devoted to case histories of four prototypical individuals, two who have sought meaning in their private lives and two who have looked to the arenas of community and political activism. Of special interest are chapters seven (Getting Involved) and eight (Citizenship) for their analysis of 1) the kinds of people who tend to be attracted to community leadership programs, 2) the reasons they might have for participating, and 3) things program directors can do to encourage their community service. The book develops two concepts of interest to community

leadership work: “communities of memory” which are nurtured by ”prac- tices of commitment - those groups of people ”who are socially interdependent, who participate together in discussion and decision making, and who share certain practices that both define the community and are nurtured by it.”

Bennis, Warren. “Leadership: A Beleaguered Species?” Organkational DyMmics Summer, 1976.

When this article was written, it did appear that leadership might soon go the way of the horse and buggy. Bennis was pessimistic about its hture, noting 1) the erosion of institutional autonomy, from both internal and external forces, 2) a litigious society in which ?he confusion, ambiguity, and complexity of the law tend toward institutional paralysis,” and 3) a tendency to rely on our managers to guide our day-today activities. What was needed, according to Bennis, was a recognition that managing and leading are not the same thing. He identifies seven Virtues” to which leaders should aspire, providing the reader with as

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clearly stated a summary of leadership as may be found anywhere.

Bennis, Warren and Bert Nanus. Leaders: Zke Strategies for Taking Charge (New York: Harper & Row, 1985).

While not a how-to guide, this is an intelligent and thoughtful consideration of effective leadership as revealed by indepth analyses of 90 individual leaders: corporate executives, labor leaders, college presidents, film producers, etc. Although its focus is on organizational leadership, it is possible to substitute 'community" in almost every profile and have an important insight into what community leadership programs need to stress. The terms ymanagement" ahd readership" have been terribly confused by most writers on the subjects. Bennis and Nanus are clear in their distinction between the two, while appreciating, as Gardner does, their necessary interrelationship.

Burns, James MacGregor. Leadership (New York Harper & Row, 1978).

Even longer than the Bellah book and equally seminal is this major work by a noted political scientist (and occasional practicing politician). Burns has been widely cited for two of the key concepts he proposes: 1) Leadership can only be understood in the context of the relotion- ship between the leader and the follower,

(the kind we usually encounter in the political marketplace) is vastly different from, and inferior to trMsfonning leadership, which operates on a higher level of needs and values. Definitely a

and2) leadership in its- 'onal form

book to be read actively, its individual chapters stand well on their own. Like the good teacher he is, Burns tells us what he is going to say, says it, and then tells us what he has said - and never seems repetitive!

Burns, James MacGregor, interviewed by Dorris Kearns Goadwin. T rue Leadership" Psychology Today October, 1978.

Published shortly after the release of Burns's kudership, this article incor- porates a wide-ranging discussion of the distinction between true leaders and mere power holders, with specific reference to examples of both: Hitler, Gandhi, Mao Tse-tung, Roosevelt, and others. Burns elaborates on his concepts of transactional and transforming leaders, again with concrete examples. There is also an interesting analysis of the Carter presidency, which Burns revisits in a later book, The Power to Lead (Simon & Schuster, 1984).

Gardner, John W. No Easy Victories, 1968.

Chapter 22 of this book, entitled 'Leadership," is one of the best dis- cussions anywhere of the rationale behind Comuaity leadership programs. Writing well before the groundswell of interest across the country - but after the earliest programs were formed - Gardner draws up a blueprint that stands the test of time. -Very few of our most prominent people take a really large view of the leadership assignment," Gardner writes, lnost of them are simply tending the machinery of that part of society to which they belong . . . they are not

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pvsuing a vision of what the total society needs. We must find ways of bringing together in some kind of working rela- tionship the varied leadership elements in the community - the elected and appointed political leadership, business leaders, union leaders, educators, ministers, minority group leaders, and the press. What every community needs is a loose coalition of responsible leadership elements willing to work together on a non-partisan basis to resolve urgent civic problems."

Gardner, John W. 'Leadership Papers, 1-1 1" (A Series published by INDE- PENDENT SECTOR, January 1986- June 1988).

In what is surely the most lucid prose of any current writer on the subject, Gardner brings together in these occasional papers a lifetime of thought and experience. The series discusses the tasks of leadership, leader-constituent interaction, leadership and power, the moral aspect of leadershq. a m i b and contexts of leadership, leadership development, coostitueats and followers, the task of motivating, leadership renewal, and the changing nature of leadership. Gardner, it seem, writes to be quoted: 'Coosequences are not a reliable measure of leadership;" 'Leaders do not normally create motivation out of thin air. They unlock or channel existing motives;" and, simply, 'Leaders teach." Short and easy to read - even easier to refer back to - these pamphlets consti- tute a useful primer on the general concept of leadership. (Available for $1 .OO/copy or $12.OO/series from: Leadership Studies Program, INDE-

PENDENT SECTOR, 1828 L Street, N.W., Washington, DC 20036.)

Johnson, David W. and Frank P. Johnson. Joining Together: Group neory and Group Skills (Englewood Cliffs: Prentice Hall, 1975).

One of the best books available for those interested in leadership skills and training, Joining Together is a useful combination of pithy summaries of current theory, discussion questions, and p p exercises. A full chapter is devoted to leadership, but several others - on the uses of power, communication, problem solving, decision making, and conflict and controversy - are directly applicable to community leadership programs. The book is of interest to program directors emphasizing group dynamics whether or not they do skills training.

Kantcr, Rosabeth Moss. Tbhe Change Masters (New York: Simon & Schuster, 1983).

This book is so tightly focussed on corporate transition that it may require significant leaps of faith for the student of comunity leadership. (Corporations are topdown. hierarchical, and bureau- cratic while communities are aggrega- tions of individual and group interests which clash and conflict. Moreover, communities do not have the corpora- tion's clear, bottom-line measurement of effectiveness.) Nonetheless, Kanter's central concept - that institutions need to encourage and empower change masters, "those people and organizations adept at the art of anticipating the need for. and of leading, productive change -