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Since the early writings of DiMaggio and Powell (1983), Meyer and Rowan (1977) and Zucker (1987), many insights have been gained under the broad umbrella of institutional analysis. Constructs such as ‘isomorphism’,‘de-coupling’, and ‘coercive pressure’, are now mainstream in much organizational theorizing. Recently, there have been new terms coined to describe the growing interest in agency in institutional analyses. Now, it not uncommon to see phrases such as ‘institutional strategy’(Lawrence, 1999) and ‘institutional entrepreneurship’(DiMaggio, 1988; Suddaby and Greenwood, 2005), to describe the behavior of individuals and organizations that are attempting to change the institutional landscape in a particular environment. In this chapter, we continue this line of inquiry, not by going forward, but by stepping back and highlighting the contribution early work on examining agency in institutional analysis. Here, we discuss and extend ideas around institutional leadership.