Abstract
Purpose. The purpose of this study was to describe management attributes or behaviors used by six principals, pragmatic visionaries, who have successfully turned vision into action. This study describes the biography of these six school principals and the attributes or behaviors they used to create an environment in which a school's vision was created, articulated, inspired, implemented, and assessed and renewed in six schools in three counties in California. This study replicated a study by Marty Butt, Ed.D. Methodology. The method of research for this study was descriptive. A case study approach was used to collect information. Personal and focus group interviews were conducted. A questionnaire was used to gather information through oral interviews of principals and school or district stakeholders. Principals provided documents for archival review that exemplified the creation and promotion of vision and visionary leadership. Data collected were reported in two ways: (1) biographical information concerning each principal and (2) themes or patterns of attributes and behaviors that were apparent in the study of all six leaders. Findings. Findings indicated that the principals interacted with groups to promote positive outcomes, empowered staff to make decisions and implement practices, made personal contacts with the entire school community, and were accessible. The principals focused on appropriate school goals, objectives, and issues and communicated effectively in writing and verbally with the public and to agencies outside the school. These principals inspired others through their actions and commitment. They looked at the school's vision, monitored the direction of the vision, and encouraged staff development. Conclusions. Pragmatic visionary principals (1) search for ideas until a vision begins to unfold; (2) articulate vision in an easy-to-understand philosophy, integrate strategic direction, and embrace cultural values; (3) motivate stakeholders through constant persuasion and by setting an example of hard work; (4) make contacts with stakeholders and attempt to understand personal concerns; (5) act in a warm, supportive, expressive way; (6) translate the vision for each stakeholder; (7) concentrate on the major strengths of the organization; (8) remain in the center of the action; (9) look for ways to improve by carefully observing changes inside and outside the organization; and (10) measure the ultimate success of the organization by its ability to fulfill the vision. Recommendations. Principals wishing to be pragmatic visionaries should value people and their contributions, value the process to get results, be lifelong learners, and encourage and allow stakeholders to journey with them.