This chapter describes how and why the MMA responded to some of the liberal currents that had swept through the awakened consciences of some of its members. The progressive impulse was necessarily diluted as it spread from proprietor-managers, who were convinced of the rightness of their program, through the Business Problems Group, few of whose members were able to accompany them very far down the welfare capitalist road, and into the MMA, where the Orthodox were never more than a small but influential minority. The MMA remained a voluntary association with an increasingly diverse membership whose needs it existed to serve. In this context, the impact of managerial liberalism could not but be limited. However, Leeds and his associates had allies who might not share their religious perspective but could agree to their specific policy recommendations. These allies were professional managers (particularly personnel specialists) of the MMA's new recruits, including some of Philadelphia's largest metal products companies and branch plants of both of the giant electrical manufacturers, General Electric and Westinghouse. The electrical manufacturers in particular were at the forefront of the employee representation and other movements for the reform of capitalist employment relations by enlightened capitalists themselves. In addition, the reformers found support outside of the local business community, in the new world of foundation-backed, university-based applied social science, represented in Philadelphia by Joseph Willits and the Wharton School's Department of Industrial Research (DIR), which he created and ran.