Superintendents say that managers of decline are unafraid to take risks, make cuts, or face up to conflicts; and that managers of growth identify needs, set objectives, remain flexible but maintain a strong sense of direction, and prevent unwise innovations. (Author/MLF)

Principals capable of turning a troubled school around share certain characteristics that make them successful. Vision and dedication are just two of these traits. (SI)

To be effective, principals should develop political skills. Techniques include taking the offensive, anticipating problems, developing school guidelines, and building a support network. (CJH)