Ways to use strategic planning to enhance leadership in continuing education organizations are discussed in this collection of 12 papers. Paper titles and authors are as follows: "Why Continuing Education Leaders Must Plan Strategically" (Robert G. Simerly); "The Strategic Planning Process: Seven Essential Steps" (R. Simerly); "The Leader's Role in Strategic Planning" (John W. Schmidt); "How To Conduct an Internal Diagnosis of a Continuing Education Organization" (R. Simerly); "Matching Programmatic Emphases to the Parent Organization's Values" (Michael J. Offerman); "Building an Effective Organizational Culture: How To Be Community-Oriented in a Traditional Institution" (Terrence E. Deal); "Managing the Tensions That Go with the Planning Process" (Francis M. Trusty); "Linking Continuing Education to Community and Economic Development" (Gordon H. Mueller); "Developing a Strategic Marketing Plan" (Mary Lindenstein Walshok); "Using Evaluation To Monitor Plans and Assess Results" (Margaret E. Holt); "From Marginality to Mainstream: Strategies for Increasing Internal Support for Continuing Education" (James C. Votruba); and "Achieving Success in Strategic Planning: A Practical Road Map for Continuing Education Leaders" (R. Simerly). 311 references. (SW)