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This paper describes the conflicting leadership styles of two women administrators of a nonprofit organization, the Miracle Riders Program in Tuscaloosa, Alabama. It also offers suggestions for how the executive director and a board member/program manager could work together toward a shared organizational objective. Miracle Riders, sponsored by United Cerebral Palsy of Tuscaloosa, is a therapeutic horseback riding program for children and adults. Data were gathered through interviews and participant observation. An analysis of the two leadership styles concluded that the executive director operated in the public arena, was most comfortable with formal structure, and used a rational management style. The manager operated in the private arena, preferred working within informal structure, and utilized a nonrational management style. In order for the two administrators to attain their common objective of developing the program as an independent nonprofit organization, they must first develop a collegial relationship and focus on the task at hand by using a collaborative, problem-solving approach. (LMI)

Examined three interpersonal relations constructs and their interrelationships that characterize principals' leadership behaviors. The investigation surveyed teachers' perceptions of 250 elementary school principals management styles. Many principals are engaged in interpersonal behaviors (using high levels of personal power, cooperative conflict management, and supportive communicator styles) appropriate for transforming schools into collaborative cultures. (39 references) (MLH)