Creating a Successful Leadership Style

(Steven Felgate) #1
procedures, will not hear her pleas. While the dean is busy with the
next student, Mary sneaks out of the office and up to her room to take
her test. Shortly thereafter, the dean realizes she is missing and sends
security to the classroom to apprehend her. She is brought back to the
dean’s office, crying. Mary is put under house suspension until a parent
comes to the school to meet with the dean. When the child explains this
story to her parent that evening, the parent is furious. She comes to the
school the next day, demanding to speak with the principal.


  • Ms. Sniffle, a teacher with a very bad cold, has not slept well for several
    days. Being a dedicated professional, she comes to school to teach her
    classes. She is taking over-the-counter medicines and taking precau-
    tions not to spread her cold (e.g., using a hand disinfectant frequently
    and avoiding close contact with students or colleagues). However, Ms.
    Sniffle is not herself. During class, Michael repeatedly raises his hand
    to ask questions about material Ms. Sniffle has just clearly explained.
    The first few times, she patiently reviews the material again, asking
    other students to provide Michael with the explanation he requested.
    After about the fifth time, however, Ms. Sniffle has had it. She says
    to Michael, “What are you, stupid? This class doesn’t have the time to
    keep going over what you should have listened to the first time. Now
    put your hand down, pay attention, and ask no more questions!” The
    next day, Michael’s mother calls the assistant principal who supervises
    Ms. Sniffle and complains that this teacher had embarrassed the student
    in front of the entire class by calling him stupid.

  • Mr. Gradgrind, assistant principal and supervisor of science, makes his
    first formal class observation of Ms. Newbody, a first-year teacher. He
    sees she is having some issues with classroom control and, being dis-
    tracted, begins to provide the students with some incorrect information.
    Mr. Gradgrind stands up, asks Ms. Newbody to please sit down, and
    takes over the class, completing the lesson. Ms. Newbody is incensed.
    She goes to the union representative to complain that Mr. Gradgrind
    undercut her authority with this class. She and the union representative
    make an appointment to speak with the principal to file a grievance
    against the “unprofessional” actions of Mr. Gradgrind.


In each of the preceding scenarios, there is blame enough to go around.
When the school leader meets with the parties, each will want his or her


Give the Credit; Take the Blame 45

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