This study analyzed and described regional development organizations, with special emphasis on leadership structure and patterns; and sought to develop an organizational model to maximize leadership effectiveness. Selected leaders from 14 New York State counties responded to questionnaires covering general organizational characteristics, subunits and cliques, facilities and resources, major roles and functions, planning and goal attainment, coordination and cooperation, internal and external communication, recruiting and staffing, rewards, changes within organizations, controversial issues, factors related to participation and nonparticipation, and social characteristics of staff, board, committee, and other members. Programs appear to benefit mainly business and industry, youth, the community at large, and municipal governments of towns, villages, and cities. Nonstaff members in "board" positions hold the key decision making roles. They are largely well educated, upper middle class people with high religious and civic leadership involvement and high regard in their communities. Lower status groups and their concerns were strongly represented only in civil rights, welfare, employment, poverty, health, and recreational organizations. Important problems in communication, lay-leader involvement, and other areas were also uncovered. (LY)