The Case of Two Administrators
School Administrator, June 2022

Over the past few years, I have worked with a superintendent and principal who wanted to improve their leadership style. Both have put considerable time into their work on style.

In both situations, resources, not personality, dictate how the leaders behave. A simple change in social markers will lead to a change in perception.
Juan is a high school principal in the largest school district in his state. He recently took the job, leaving a much smaller school too soon to be able to display a track record of success. He is soft-spoken and from a minority group. Though he speaks English well, it’s his second language. He is concerned because he does not feel his team listens to him. He is told by his superiors to show more confidence. His team members comment that he is over-reliant on prepared notes, has a hard time translating strategy and vision into practice, is long-winded, uses many qualified statements (e.g., maybe, I guess, we could, I think) and avoids eye contact when speaking.

Resources Juan lacks:

»Competence (he does not yet have a track record showing he can perform in the new role)

»Verbal (he is soft-spoken and tentative, uses qualified language, speaks English well though it is not his first language, overtalks, and struggles to translate his vision)

»Status (he is a member of a minority group)

»Nonverbal (he fails to make eye contact and is too reliant on notes)

Stephen is a superintendent who took on the role later in life after a successful career as a lawyer. He holds both a J.D. and a Ph.D. He also dabbled in politics and has a known profile in the community. Unfortunately, his school district colleagues find him arrogant and condescending. They say he always disagrees, talks over others and often looks at his phone during meetings and when others are talking.

These are clear power markers and are likely driven by the resources Stephen perceives he possesses:

»Age (he is older and more seasoned)

»Pedigree (he has two impressive graduate degrees)

»Status (he is well-known and has political aspirations)

—  SUZANNE PETERSON