| Social scientists argue that the number of problems addressed by collaborative policy making is increasing (e.g., public education, public health, mental health, economic development, environmental management, and services for children and families). Although the name varies (governance, networks, strategic alliances, partnerships, etc.), the basic dynamic at the heart of this phenomenon is decision making and action based on collaboration, not command and control. This research focuses on an important, but understudied aspect of these interorganizational, collaborative structures, leadership, asking, how does leadership function in these complex, interorganizational settings? Leadership is particularly important in these contexts because of its ability to focus individuals on defining and achieving collective goals.;This study utilizes state voluntary brownfield clean up programs as a context in which to investigate leadership. Brownfields are contaminated properties which some entity wants to redevelop; further, state level programs set up an incentive structure which encourages participation from public agencies at various levels, private enterprise, and nonprofit organizations. Purposeful case selection based on a cluster analysis of the major policy features of state voluntary brownfield cleanup programs allows for an investigation of three models of leadership: hierarchical, transformational and distributed. Selection of two cases, Michigan and Minnesota, within the same program type, also controls for policy, political, and environmental factors which may impact leadership in both states.;Case studies of Michigan and Minnesota, utilizing interviews and document analysis, reveal that both states rely on models of hierarchical, transformational and distributed leadership. However, routine leadership on brownfield remediation and redevelopment occurs through distributed leadership, where participants share leadership with each other. Participants in both states do rely on hierarchical and transformational leadership in particular situations. Reliance on distributed, transformational or hierarchical leadership is affected by a number of factors, including legislative changes, geographic concentration, and retention and cross-fertilization of employees. |
