Role congruence can be improved by learning more about the management of complex professional organizations and the nature of the administrative relationships in courts. To this end, the paper considers three critical aspects of the judicial administrator's role. First, it describes several models for developing the team management concept-shared responsibility between judges and administrators. Second, management roles differ throughout court systems; judicial executives must acquire skills appropriate to their job and not assume there are natural career paths from one court level to another. Third, a broader view of managerial tasks will substantially affect how roles are perceived and treated in the future. The paper offers recommendations for improving judicial executives' management skills and their professional development. (Author abstract)