Research indicates that others' perceptions of the success of a woman administrator are related to whether the woman fits into the range of expected behavior for women in our society, including the way in which she wields power. To explore this phenomenon, this study examined the leadership temperament of the woman administrator and how it interacts positively or negatively with the manner in which she exercises power. A reflective, collaborative, and hermeneutical process was used to infer a relationship between the leadership temperament of five women, the manner in which they used power, and the perceptions of others relative to the women's success and acceptance. Each of the women gave a definition of success, and all of them described characteristics from four temperaments--catalyst, visionary, stabilizer, troubleshooter--as those characteristics needed for a woman administrator to be considered successful. Results also established a connection between the "power over" and the "power to" dichotomy and the four leadership temperament styles of the women. It is suggested that no one can possess all four of the characteristics that were identified as necessary to be a successful leader. Contains 29 references. (RJM)