Journal of Texas School Women Executives, Volume I, Issue 1 2012 the district up the same reform path‖ (p. 6). The data confirm the importance of considering leadership at the district level, as advised by Forsyth (2004), Quinn (2002, 2005) and Hargreaves (2005), in creating a context for sustainable change. The differing styles of the two women superintendents in this study provide important information regarding the need to employ actions aligned with the organization’s different phases of the change process. The importance of establishing specific and purposeful relationships in creating a new culture of continuous improvement was chronicled throughout this work. There is evidence to support the need for varying leadership actions to address staff and organizational needs over an extended period, if change is to be sustained. Given the various leadership actions executed by these women, this case is a testament to the need for leadership preparation to focus on the reality of the situation rather than some artificial categorization of female vs. male leadership styles. The lessons learned are of particular benefit to practitioners, administrator preparation programs, and school board members.
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