Superintendents who lead their systems toward larger scale improvement describe the work of school and district improvement as a collective endeavor which is not limited to just the people on staff within their organizations, but something which extends to the community, local businesses, and other external groups. They believe that relationships are a critical component of the change process and intentionally build positive rapport. Yet, even though they view the work as collective and strive to move forward together with others, they have a strong sense of personal responsibility. When the system succeeds, they see this as a something in which everyone had a contribution. When it struggles, they view it as a personal challenge and blame no one but themselves.