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Assistance and collaboration are the underlying themes of the three books reviewed in this article. These books also primarily represent the outputs of systematic introspection of the American partners, during the late sixties and the early seventies, of the institution building efforts for higher education in technology, agriculture, and management in India. The collaborations focused on transference of three models of higher education, namely the MIT model for technology, the land-grant university model for agriculture, and the business school model for management. The author reviews the general and specific contexts in which these institution building efforts were undertaken and analyses the processes of birth and development of the institutions and the role of foreign collaboration. Issues for institution building, in general, are raised and a case is made for grounding theory in this vital area of planned social change. Books Reviewed Hill, Thomas M.; Haynes, Warren, W.; and Baumgartel, Howard, with the collaboration of Paul, Samuel, Institution Building in India: A Study of International Collaboration in Management Education (Boston: Division of Research, Graduate School of Business Administration, Harvard University, 1973). Read, Hadley, Partners with India: Building Agricultural Universities (Urbana-Champaign: University of Illinois, College of Agriculture, 1974). Sebaly, Kim Patrick, The Assistance of Four Nations in the Establishment of the Indian Institutes of Technology, 1945-1970 (Ann Arbor: University of Michigan, Comparative Education Dissertation Series, 1972).

Leadership actions are among the most complex to analyse, especially those involved in the creation and development of institutions. Drawing upon .Vikram Sarabhai's actions in the early stages of two institutions‐the Ahmedabad Textile Industry's Research Association and the Physical Research Laboratory— the authors provide insights for leaders of modern organizations. They present their analysis of the early stages of institutions around three basic strategies, all of which are built on the primacy of the individual as the core value. The three leadership strategies are networking, trusting, and caring. The leader played a multiplicity of roles in the network to impart relevant values through his personal relationships.