By Andrew S. Adams

Many years have passed since the late president, Franklin Delano Roosevelt, spent three terms in the White House in a wheelchair-the result of poliomyelitis before becoming president. Few Americans knew about his wheelchair when he was in office. This was intentional, and there was good reason. The image of a man in a wheelchair was not that of a leader, a man with a strong character, and an extrovert. The handicapped person was supposed to be someone grateful to be alive, humble to be accepted for a job or a social situation, and keep himself in the background so as not to offend a "normal" person and lose his status.

We've come a long way! More and more handicapped people are assuming leadership roles in our society without the attempt to hide the handicap. In fact, many times the handicap possessed by a leader is an integral part of his image and directly contributes to his effectiveness. The military describes a quality characteristic of a leader as "command presence", the stature of a person whose presence almost automatically gains respect, confidence, and attention from people he confronts. This stature, or "image", may be partly due to physical characteristics that people have stereotyped as a "leader." It may be tallness, upright posture, sincere smile, strong eyes, wavy hair, and many other physical characteristics that fit the image.

Today, the conspicuous physical handicap is turning into a positive characteristic for many leaders. The handicap is being viewed by followers as an attribute of courage and leadership in some persons. It is even conceivable that if some of the handicapped leaders magically lost their physical distortion overnight, their leadership image would be lessened.

An excellent example of this changing concept of handicapped people is demonstrated on the

Dr. Andrew S. Adams is Superintendent of Schools, Kan sas City Public Schools, Kansas City, Missouri. Himself a polio victim, this distinguished educator is highly qualified to write on this subject.

television production "Ironside", the wheelchair Chief of Detectives in the San Francisco Police Department played by actor Raymond Burr. The response is significant evidence that the public is accepting the arrogant, extroverted, demanding, and humane leadership characteristics of a handicapped person in a wheelchair. Furthermore, the public not only accepts the handicap, but views it as being a dynamic quality that adds to Ironside's effectiveness. Mr. Burr and the producers of the show must be truly congratulated for their forwardness in imposing this image on the public. They have experienced rewarding recognition for their noble efforts. Not only have they revealed the acceptance of a physically handicapped leader, but they have constructively affected the attitudes and prejudices of many people who have never visualized or accepted a seriously physically handicapped person in a strong leadership role.

In public and private life, there are many handicapped people with glaring defects who have acquired important leadership positions. Most of them are self-made. They were determined to overcome their handicap and put it to an advantage, turning the "defeat" into "victory." The effort was conscious and calculated, and required motivation and hard work. They constantly assessed their defects and the effect of their defects on other people in social and work situations and in job productivity. They became "sensitive" to the kinds of behavior and situations that offend other people and make them uncomfortable. Reversely, they carefully noted the actions that impress and please other people. These then became their "stock in trade" on their climb up the career ladder to leadership positions.

Let's look at some of the advantages a severely handicapped leader has:

-He gets a reputation for, and is known by his handicap "the director of organization with one leg", "the chief in the wheelchair", etcetera-identification by association.

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-People remember the handicapped person easier

person in his office, hears him speak at a large conference, or meets him on the street, he may soon forget the handicapped's name but easily recalls the handicap. With a handicap, it's harder to get "lost in the crowd." -People want to help a handicapped person. They like to hold doors open, push wheelchairs and be of assistance. This breaks down interpersonal barriers that "normal" people have when trying to get acquainted. The handicap can be tremendously effective for a leader in establishing quick rapport with new business and social contacts.

-People "open their ears" and don't like to say "no" to a handicapped person. Without taking undue advantage, the handicapped leader can use this attribute to get to talk with important people and have his full say. And, his proposals will usually receive careful consideration. -People don't feel neutral about handicapped individuals. They either "like" or "dislike" them; and consequently, want to be "near" or "away" from them. A handicapped person can take advantage of this "either-or" phenomenon and strive for the positive reaction. -People expect the handicapped to be "modest"

and "grateful" for anything they have a job, membership in a group, and so forth. A handicapped person with a strong overt personality will surprise and gain respect from people if his behavior is not offensive. His unexpected attitude and behavior can be an advantage to establish a leadership role.

In summary, it is very important for a handicapped person who wants to be a leader to carefully study the prototyped profile of leaders in various career fields, geographic environs, and social settings. They vary with some common factors. Then, the handicapped person needs to carefully assess his own handicap, personality, and strengths and weaknesses. He next must understand the psychological dynamics that exist between handicapped and non-handicapped people. From there, he must develop behavior mechanisms and a "style" that affects people in a positive way, attracts them in social and work settings, and finally brings about a respect for leadership. All this, of course, assumes that the handicapped person possesses the other basic social and occupational qualifications for the leadership role or position-and the physical handicap itself becomes an added plus!

GLENN N. GARDINER, Coordinator of Special Programs, Division of Career and Continuing Education, Los Angeles Unified School District, will retire this June after serving as an adult teacher and administrator for 39 years. He was a dependents' school principal at Bremerhaven, West Germany, for the U. S. Department of Defense in 1958 to 1960. Also, he served with UNESCO as Chief Advisor for the Sub-Regional Literacy Center for East Africa in Nairobi, Kenya, in 1968 to 1970. He plans to travel, lecture, and serve as a Consultant.

MARY B. SETTLE, national training director of the American Red Cross since 1952 and longtime member of AEA, retired in May after nearly 32 years of service with the Red Cross where she served in various training positions. Miss Settle also served as president of the Council of National Organizations and was an associate of the National Training Laboratories of Applied Behavioral Sciences.

RUTH FRAME has been named Deputy Executive Director of the American Library Association. Mrs. Frame began her library career in 1945 as an Army librarian and served in the Philippines, Germany and Austria as well as at posts in the U. S. She will have as one of her major responsibilities working with all program-oriented units of the Association.

THURMAN WHITE, vice president for Continuing Education and Public Service at the University of Oklahoma and former president of AEA/USA, attended and participated in the annual meeting of the University Adult Education Council of England during the centenary celebration of university extension held at Cambridge University in midApril.

ROSALIND K. LORING, Director of Adult Education at University of California at Los Angeles and Program Chairman for AEA's 1971 Conference, was presented an Innovative Award in Continuing Education for her "National Humanities Series: Western Center" at the recent NUEA Annual Conference. At the same annual meeting, STANLEY J. DRAZEK, University of Maryland, received the Nolte Award, NUEA's highest honor, ANDRE C. DEPORRY, president of the University of Virginia, received the Bittner Award for distinguished service to his institution.

CLARENCE THOMPSON, Dean of Extension at Drake University, has resigned his post as Dean of the Center for Continuing Education, effective May 31. Dr. Thompson is past president of the Coalition of Adult Education Organizations.

ARTHUR FLEMMING, former HEW Secretary and Chairman of the 1971 White House Conference on Aging, has been named Commissioner of Aging replacing JOHN MARTIN, JR. who has retired. Dr. Martin has joined the staff of the National Retired Teachers Assn. as a consultant and Assn. representative on administrative and legis. lative matters.

MICHAEL P. BALZANO was confirmed as director of "Action" on May 10, replacing Joseph Blatchford.

JOHN W. MACY, JR., former president of the Corporation for Public Broadcasting, became president of the Council of Better Business Eureaus, Inc. on June 1, succeeding BRUCE PALMER who retired. Mr. Macy served for 12 years as executive director and later chairman of the Civil Service Commission.

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