A study was conducted to examine the structure of leadership and the specific types of leaders as identified by attitudinal characteristics of individuals or groups of leaders. A 7-county development Federation in South-central Montana was studied. A pre-structured interview schedule containing 93 questions was administered to 102 leaders. Individuals most active in the Federation were later interviewed more intensively. Hypotheses of leader influence are discussed. Attitudinal variables were recoded and combined until three response sets were identified, forming the leader sub-groups: (1) the satisfied traditional, (2) the anti-government pessimist, and (3) the development-oriented activist. Leaders typically exhibited characteristics of one or more types. Twenty-nine percent were combinations of the satisfied traditional and the development activist. Twenty percent were "pure" satisfied traditionals. Fifteen percent were "pure" development activists. Power scores were computed for degree and type of influence exerted; higher power scores were held by satisfied traditionals and development activists. It was concluded that: (1) a pluralistic leadership structure with a variety of attitudes prevailed; (2) leadership structure was dominated by satisfied traditional tendencies, which will have to be modified for development to take place: and (3) no evidence was found that the federative arrangement was functioning effectively. A bibliography is provided. (KM)