peers bring forth creative ideas in successful administration. He said we need to get out into the field, rub elbows, and hear what's happening. It is very easy to become stagnant in our environment and forget that the same problems are occurring to other principals on a daily basis. Exchanging experiences and certain scenarios are very important at a conference, and much can be learned by listening. He said it is imperative, whether at the local, state, or national level, that building administrators attend meetings where they can mix with fellow administrators. These exchanges always reinforce what educators are doing, or they spur creative thinking for change. Administrators use conferences and workshops to improve their productivity.
A superintendent in North Dakota wrote that he is a real believer in the fact that school administrators must lead by example. He spends many hours on the job beyond what is required. Administrators must model the level of energy, the attitude, and the commitment they expect from their employees. He has always had a positive attitude and a lot of pride in accomplishment--two traits he thinks are essential to a successful school administrator. Continued training and the association with colleagues who are the most successful also have contributed to his administrative success. He likes to determine who is the most successful and then spend time with that person to determine what he would need to do to polish his skills in that area.
An assistant superintendent in Washington State remarked she believes that as a successful administrator, she needs to model the importance of personal and professional growth by taking classes, presenting at workshops and so on. Moving outside of existing paradigms is crucial, and her focus is on continuing education. Personal growth and development allows this paradigm shift to occur.
Successful administrators know the value of continuous professional improvement. They offer no excuses for looking for additional ways to improve their leadership effectiveness. For many, joining, working, and supporting professional associations gives them the exposure to issues and the networking capability to keep them on the leading edge of educational improvements and personal accomplishments.
Gschwandtner Gerhard. ( 1984). $uperachiever$. Englewood Cliffs, NJ: Prentice-Hall.
Krug Doug, & Oakley Ed. ( 1993). Enlightened Leadership: Getting to the Heart of Change. New York: Simon & Schuster.