This paper discusses management strategies based on feminist social psychological principles, applies them to the administration of small colleges, and suggests their effectiveness for dealing with intelligent and independent faculty members. The principles cited are: (1) individuals are located in a sociological context that creates differences in perspectives; (2) peoples' perspectives are a function of their power in a sociocultural structure; (3) people are active agents who use diverse behaviors and strategies to cope and grow; (4) multiple perspectives are more useful than dichotomous ones; and (5) connection is the basis for human interaction and collaboration. The management strategies derived from these principles include: analyze social context to focus on structural change rather than on individual behavior; avoid attributions to individual personalities; be aware of environmental stresses which may produce dysfunctional behaviors; avoid oversimplification and false dichotomies; and use participatory and consensus-building decision making. These management styles are likened to traditional governance in 19th century colleges, in which a president was a member of the faculty. Difficulties and challenges in applying these principles and strategies are also addressed such as when a different style of leadership is perceived as a lack of leadership. A chart summarizes principles, strategies, and difficulties. (BF)