This document examines the orientations or "frames" that leaders use to guide their understanding of their work. Four distinct frames that characterize ways leaders think about and respond to everyday issues and problems are examined: (1) the structural frame; (2) the human resource frame; (3) the political frame; and (4) the symbolic frame. Leaders provided narratives about their experience and, using survey instruments, rated themselves and their colleagues on two dimensions of leadership for each of the four frames. Their responses suggest which frames leaders use; how well frames capture the administrators' thinking; how well the frames predict administrator effectiveness; and how gender relates to leadership orientation. Results show that the variables which predict effectiveness as a manager are different from those that predict effectiveness as a leader, and that leadership effectiveness is particularly associated with high scores on the symbolic dimensions, but is largely unrelated to the structural frame. Seven tables are included. (5 references) (CLA)