Abstract
Purpose. The purpose of this study was to describe management behaviors used by five superintendents who successfully turned vision into action. The study described the biography of five school district superintendents and the behaviors or attributes they used to create an environment in which a district's vision is created, articulated, inspired, implemented, and renewed in seven California school districts. Methodology. The study used descriptive case study research. The sample was five superintendents, pragmatic visionaries. Stakeholders in the districts of these pragmatic visionaries were surveyed. The instrument used for the study was a questionnaire. The data were presented in table and narrative format. Findings. The superintendent's personal style affects the stakeholders' perceptions of their leaders. Pragmatic visionary superintendents encourage participation, empower people, encourage risk taking, model their beliefs, are accessible and visible, create multiple channels of clear, concise communication, establish trust, demonstrate energy, advocate for students, have a passion for work, consider vision as ongoing, provide resources, and encourage professional growth for themselves and people in the organization. Implications. Superintendents should be visible and accessible to people in the organization. They connect with people on a personal level. Frequent communication enables connections between the leader and members of the organization. Superintendents need to practice clear, concise writing and speaking. They need to delegate authority and give credit to others. Superintendents need to be instructional leaders and advocate for students; advocacy elicits respect among stakeholders. Understanding that vision is a process on a continuum, the superintendent should reveal his humanness and demonstrate genuine emotion to generate support for vision. The superintendent who puts action to his words and models the way through example of integrity, hard work and trust is respected by the clientele. Seeking results that are practical and desirable, these superintendents seek new information through readings or experiences for professional growth throughout the organization.