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AbstractIn the past decade, many voluntary associations have reported experiencing tension and frustration in the relationships between central offices and local affiliates. The current challenge is how to maintain cohesion of the association and the utility of the central office while accommodating the desire of affiliates for autonomy. Based on an eighteen‐month exploratory study of the evolution of two associations, this article explores these tensions and offers five propositions for the effective restructuring of the leadership and governance of associations over time.

"The Encyclopedia of Macro Social Work (EOMSW) updates and expands upon all of the macro content in the Encyclopedia of Social Work to create a multi-volume work unlike any other. The EOMSW includes nearly 200 long-form overview articles written by 334 diverse authors that address macro practice methods (i.e. organizations, community, and policy), as well as macro theories, concepts, ideologies, problems, and contexts relating to macro social work. All articles typically cover the history and context of a given topic; challenges and opportunities for social workers; future trends and directions; and relevant issues that advance social, racial, environmental, political, and economic justice. The inaugural print edition of the EOMSW is destined to become an essential resource for the field: there is simply no similar work available that takes this sort of wide-ranging, expansive view of all that macro social work encompasses. It is a must-read guide to the field for educators, researchers, students, and practitioners who are located in organizational, community, and/or policy practice settings"--

This paper explores the organizing dilemmas of professionals who work in small organizations that attempt to provide standardized and innovative services with the same staff. Mintzberg (1979) suggested that the bureau-adhocracy would be the most appropriate form for coping with such conditions but did not elaborate on how it might develop or be maintained over time. The longitudinal the case study reported here supports this claim and goes further in two fundamental areas with respect to the smaller professional enterprise: First, it describes some of the learning processes involved in the creation of this hybrid, and second, it suggests the existence of two definable stages in the form's development, i.e., naive and mature.

Twenty-five female and twelve male executive directors of social service agencies were interviewed about their early childhoods, job histories, the current rewards obtained from their jobs, and their criteria for effective social service leadership. An exploratory analysis of these data revealed a clear resonance between values and scripts learned early in life and intrinsic rewards experienced on the job. The linkage was especially pronounced for the female executive directors in relation to the themes of service to others. The implications of this linkage are discussed for social service leadership and leadership in general.