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In 1988, when Lillian Borrone became the director of the Port Authority of New York and New Jersey's Port Commerce Department, she was the first woman in the world to head a major port. During her 12-year tenure, she revitalized the port's cargo trade. She spearheaded the recovery of a faltering entity through vision, astute marketing, and an inclusive, participatory management style. Her achievements contain valuable lessons for all managers who want to revitalize agency operations. Her career path also serves as a key information source for how women can advance in the male-dominated transportation field.

George Tenet served as director of the Central Intelligence Agency from 1997 to 2004, an intense period spanning the administrations of Bill Clinton and George W. Bush and covering the terrorist attacks of September 11 and the U.S. invasion of Iraq. Few other central intelligence directors have served for so long, so energetically, or amid so much controversy. This profile examines the steep trajectory of Tenet's career, his response to the al-Qaeda threat, the role he played during the invasion of Iraq, and the eventual reorganization of the nation's intelligence community. It describes a public servant caught between the warring factions of the White House decision-making process, his own agency's intelligence priorities, and, ultimately, his own conscience.

This interview marks the 30th anniversary of the publication of Hugh Heclo's classic, A Government of Strangers: Executive Politics in Washington. This engaging conversation touches on such wide-ranging themes as Heclo's early mentorship by Aaron Wildavsky; his nurturing apprenticeship at the Brookings Institution, leading to the publication of A Government of Strangers; the increasingly intense partisanship and schism within the executive branch between career federal bureaucrats and political appointees; the conduct of presidential administrations as never-ending political marketing campaigns; the cynical harnessing of religion in the service of policy objectives; public service and institutional commitment; and the need for political leadership to engage the public honestly and responsibly on matters of fiscal concern.

Sean O'Keefe was administrator of NASA a little more than three years. In that eventful and turbulent period, he dealt with numerous issues. Appointed to cope with a huge cost overrun on the International Space Station, he was soon engulfed in the Columbia shuttle accident and its investigation. Subsequently, he engineered a presidential decision that NASA return to the moon and go eventually to Mars. He also sought to terminate the immensely popular Hubble Space Telescope. The Moon-Mars decision was O'Keefe's most important achievement, as that involving Hubble was his most controversial action. This essay tracks O'Keefe's role at NASA as a case study in leadership and change.

This profile of Donna Shalala illustrates how it is possible to craft a career that moves along quite untraditional paths. Shalala was a political appointee who adopted characteristics that are usually associated with career public servants. Shalala's approach to career development can be useful to others who are thinking about a career development strategy. She did not ask whether she was qualified for a job but whether she was qualified to learn the job. At the same time, it is clear that she was able to apply experiences and lessons from diverse settings to new positions. Her career has been characterized not only by an in-and-out pattern but also by diversity within each of those settings. Her career pattern shows how Shalala was able to reinforce her personal strengths of being a problem solver and respond to unpredictable opportunities.

Ferrel Heady died on August 16, 2006, at his home in Albuquerque, New Mexico. Together with Fred Riggs, he is widely known and respected as one of the founders of comparative public administration. In this tribute to our friend and colleague, we touch on the highlights of his distinguished career as a scholar, an academic administrator, and a person who lived up to his own high standards of honesty and integrity in every aspect of his life. We assess his body of work, attempt to summarize its significance, and reproduce comments about him sent to us by his friends and colleagues. This tribute is accompanied by reflections on Ferrel written by Fred Riggs.

While he was still the director of the Institute of Public Administration at the University of Michigan, Ferrel Heady wrote a paper titled \"Comparative Public Administration: Concerns and Priorities,\" which was published in a book that he coedited for Dwight Waldo, Papers in Comparative Public Administration. This essay is remarkable because it clearly describes the wide-ranging series of intellectual movements in comparative politics, public administration, and theories of development that led to the creation of the Comparative Administration Group (CAG) within the American Society for Public Administration. During the 1960s, comparative public administration became a stimulating and controversial field of study, and the CAG was its guiding force. Much of the critique of the CAG found in Ferrel's analysis faulted their failure to provide a coherent paradigm or framework for the comparative study of public administration.

Few public choice scholars have contributed to so many areas of public choice research as frequently or with as much insight as Gordon Tullock. THis essay provides an intellectual roadmap to Tullock's work.

After more than a quarter-century of service at the Bureau of the Budget, Dr. Elmer Staats accepted a 15-year appointment as head of the General Accounting Office. Prior to his retirement in 1981, Staats oversaw an expansion and modernization of the GAO. He introduced sophisticated data processing, program evaluation beyond mere efficiency, as well as a more diverse work-force. Improving relationship with Congress and agency clients significantly advanced public accountability throughout government. His remarkable career achievements contain invaluable lessons for today's administrators involved with initiating organizational reforms.

On Sep 11, 2007, Rodrigue Blouin, Professor in the Department of Industrial Relations of Universite Laval, died suddenly. The tributes received from all corners of Quebec, Canada and Europe are an eloquent testimonial to the attachment to Rodrigue felt by his colleagues and friends and to his important influence as a model in the world of labor relations. He was impassioned by the subjects that he taught, highly organized, disciplined and always available to his students. After being accustomed to seeing a colleague like Rodrigue every day, everyone is left with a deep sense of emptiness because his presence touched them in many ways and at many levels.