Among quality measurement systems, there is no clear description of how administrators are expected to move through the process. This is not necessarily a fault of the systems; it is not their intention to script a program's process. Yes, there are many tasks that are logically the administrator's responsibility--important things that must get done. But there are myriad approaches for how to do this. Sometimes the administrator takes on the process almost completely on his own with staff members only having a vague notion of what the goals of the quality measurement system are. Administrators are more naturally inclined to use leadership behaviors, but overall leadership is a learned set of skills. And there is no time more worthwhile to ensure that the administrator of the program understands and implements these characteristics and behaviors than when the program is engaged in an important process like quality measurement and improvement. This article provides a description of those leadership characteristics that are essential to this process. (Contains 1 resource.)