EOCS 7450                                                                                       Pamela
Barnett

Practicum in
Leadership                                                                  Case
Study #5

ISLLC Standard #5:

A
school administrator is an educational leader who promotes the success of all
students by acting with integrity, fairness, and in an ethical manner.

Name of Case Study:

A
Higher Rung on the Ladder

Questions the Case
Study Answers:

1.
How does an
administrator subordinate one’s own interest to the good of the school
community?

2.
How does an
administrator use the influence of his/her office constructively and productively
in the service of all students and their families?

The Situation:

Mr.
Brown lands the principal’s position at GMS, a small rural school.  The faculty and staff are excited about
the possibilities of growth and improvement at their school.  During the congratulations and welcomes,
Mr. Brown informs a teacher that he wasn’t going to be there very
long.  He tells her that the
position was just a step to his becoming superintendent of the system.

Mr.
Brown’s leadership focuses on making politically correct decisions.  Positions are given to individuals who
have connections to board members and other strategic individuals.  Parents with influence within the
community get preferential treatment with their concerns, wants and
children.  Rules are bent and broken
to accommodate certain teachers, students and parents.

Teachers
divide over Mr. Brown’s leadership.
Those in the right group are supported, respected and given privileges
while other teachers are ignored, harassed and over burdened.  The needs of all students are no longer
a priority.  Decisions are not made
in the best interest of all students.

Answers to Questions:

Question
#1: How does an administrator subordinate one’s own interest to the good
of the school community?  Mr.
Brown’s decisions should be based first and foremost on the needs and
interests of the students.  His
focus should not be his career status.
Mr. Brown should get to know the students, their families and the
community and make the best decision he can based on those he has committed to
serve by taking the position as an administrator.  By putting students first, Mr. Brown
will make decisions that serve the students’ needs and will produce
positive outcomes for everyone—everyone that is involved in education to
improve the lives of our youth.  Mr.
Brown’s focus on his career and ultimate goal of becoming superintendent
robs students of opportunities to get the best education possible.

Question
#2: How does an administrator use the influence of his/her office constructively
and productively in the service of all students and their families?  Mr. Brown has the responsibility to
learn about the needs and interests of his students, their families and the
community that he serves.  With this
knowledge, Mr. Brown should make decisions that will meet those needs and
interest in the most effective and efficient manner.  Mr. Brown should take a stand and
promote whatever is best for his organization regardless of the political
influences and connections that exist.

Mr.
Brown should insure that all positions are filled by the most qualified,
effective individuals available.  He
should support all faculty and staff fairly and consistently.  Fulfilling his job responsibilities
should supersede any and all personal agendas.  When Mr. Brown functions as a dedicated
advocate for all stakeholders, he may earn the privilege and qualify to be a
superintendent.  Becoming
superintendent should be the by-product of using the influence of his office
constructively and productively in the service of all students and their
families and should not be the preeminent goal of becoming an administrator.