ABSTRACT
The myriad interventions used by Organizational Development (OD) practitioners are essentially facilitative; they are process oriented. OD is a philosophy about people and work, about the role of labor in the development of persons, organizations, and societies. The OD practitioner needs to appreciate trust from the point of view of someone subordinate in the hierarchy; a mechanism for control with attendant power to reward, punish, assign work, set the agenda, and be the legitimate voice of authority. Students of public administration are exposed to several suppositions about leadership so there is no need to cover the same ground to a great extent here. However, there are some things that are worth noting about leadership, the enthusiastic rhetoric that seems to accompany recent approaches, and OD. OD has a strong commitment to making organizations more productive, but it will not accept instrumental gains as the only measure of organizational success.
