ABSTRACT
Leadership in substate regional organizations in the United States has undergone major changes in this century. The quest for improved leadership and more effective approaches to metropolitan governance continues today. This article examines the possibility that leadership styles in regional councils today are mismatched with the future roles these entities are expected to play in the substate regional policy arena. 1 This possible incongruity has important implications for the future effectiveness of regional councils and for other organizations that work with them: local governments, citizen leagues, chambers of commerce, and various community-based organizations. All of these organizations are important stakeholders in the quest for improved leadership at the substate regional level.
