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Ethical leadership and decision making
Ethical leadership and decision making
Ethical leadership decision making process
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Introduction
Educational leadership is an ever-changing fast-paced profession where decisions are made continuously in the best interest of children. “In this era of accountability, final decisions are expected to reside with the person who is the top of the hierarchy” (Shapiro & Gross, 2013, p. 4). It is with these decisions that educational leaders affect the lives of hundreds of young people and their families’ every day. Ethically, educators are faced with daily dilemmas to balance personal beliefs and professional standards. Educational law is sometimes at fault for unjust or irrational rules that negatively affect some students. However, educational leadership provides strong direction in attempt to provide all students with a caring,
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Educational ethics are grounded in traditional community values and a compassion of caring internalized by the educational leader. “Great schools grow when educators understand that the power of their leadership lies in the strength of their relationships” (Donaldson, 2007, p. 29). A clear understanding of the ethics of care and profession encourages a strong foundation of educational leadership. Leading with relationships as well as formal and moral standards creates a learning environment that ultimately supports all learners at a rigorous level. A high level of rigor generates a proud school system and community while concurrently laying the foundation for future …show more content…
These beliefs are shaped by learning experiences throughout their lives. Often leaders must choose to follow their own moral code or abide by the school district policies. Excellent educational leaders can find a balance to which they are most comfortable upholding personally and professionally. The ethics of caring can take into consideration intrapersonal relationships and decisions based on emotion. On the other hand, ethics of profession closely follows a professional and moral conduct for educational
The NAEYC Code of Ethical Conduct was developed to uphold the application of core values, ideals, and principles to assist teachers’ decision-making about ethical issues. The Core Values of the NAEYC Code of Ethical Conduct is based on the foundation of the field's commitment to young children. It is noteworthy that all seven of the Code's Core Values directly address our commitment to children:
Leading organizations of school administrators offer educators various opportunities to encourage educators to become leaders. No Child Left Behind Act of 2001 (NCLB) has mandated that leaders be better prepared for the task of providing quality education to all. NCLB “… is forcing all educational stakeholders to face the weakness of contemporary school leadership and is making it impossible to ignore the need for higher quality principals” (Hale & Moorman, 2003, p.1). It is believed that all educators can be and are leaders in their own right. A leader is a visionary and has the ability to inspire others to aspire to greatness. Of the numerous opportunities that are offered, those that are most beneficial include but are not limited to leadership training programs, professional development, and creating shared leadership opportunities for teachers to become leaders. The systems “…that produce our nation’s principals are complex and interrelated – and governed by the states. Each state establishes licensing, certification and re-certification” (Hale & Moorman, 2003, p.1). States use the ISLLC standards “…as the framework for preparation programs and in service professional development of school superintendents, principals, and other leaders” (Hale & Moorman, 2003, p.3).
Exemplary leaders have a profound and positive influence on the commitment and performance of their followers. In order to achieve and sustain success exemplary leaders have to effectively communicate a clear vision, cultivate a team environment and establish cooperative goals. Coach Boone displayed several actions and behaviors that represent The Five Practices of Exemplary Leadership.
The aspects of leadership covered are broad, from analyzing the traditional leadership roles, to the tapping of higher levels of human potential. It is written from the standpoint of managers or leaders and covers point by point the author's ideas of how to shift the environment of schools from that of a "factory" to one of a “learning community. Sergiovanni discusses "living school" in leadership rather than just being concerned with the facts and figures involved in "playing school." The viewpoint of the author is being concerned about the leadership processes in schools that are presently accepted as the norm. Sergiovanni would like to see school leadership shift to one that is self-motivated by teachers who want to do a great job, not one where the teachers feel they have to as a result of dependency on "extrinsic" rewards. A school, he says, is a community with a shared sense of values and purpose. He describes a "virtuous school" as one founded on the beliefs that a school must be a community, that this school community includes parents, teachers, students and other community members. He believes that every student can learn, that caring for the whole child is the key to academic success, and that mutual respect and positive expectations are the operating dynamics.
Bosher, William, Kate Kaminski, and Richard Vacca. The School Law Handbook: What Every Leader Needs to Know. Alexandria: ASCD. 2003. Brown, Frank, et al. Key Legal Issues for Schools.
the values, commitments and professional ethics that influence behaviors toward students, families, colleagues, and communities and affect student learning, motivation, and development as well as educator’s own professional growth. Dispositions are lead by beliefs and attitudes connected to values such as caring, fairness, honesty, responsibility, and social justice. (p. 53)
Within the Code of Ethics and Principles of Professional Conduct for the Education Profession in Florida, I have been able to find several prevalent moral issues to discuss. Of these, I found the following five selections to be the most important issues to be discu...
The Code of Ethic for the Education Profession does not just involve the schools staff with its student but with everyone that is involved with the school. A quote from the first code “educator values the worth and dignity of every person” (1), to be an educator one has to keep their colleges, boss, parents, student and community in mind. To be in the education profession one is signing up to be a trustworthy, knowledgeable, devoted, and understanding individual. They must guarantee equal opportunities for everyone. Their primary concern is to their students learning and potential. One has to “sustain the highest degree of ethical conduct” (1).
Stories by school leaders in school context can reveal rich contextual information (Witherell, 1991) on moral decisions that lead toward equitable practices. In fact, personal narratives can reveal how research participants in morally complex settings—like schools—are social beings who are actively engaged in reshaping unethical “norms.” This paper aims to enhance and generate a new understanding of leadership. Also,
With the passage of NCLB, many school reform efforts have been initiated using top-down model in which each school leaders have been charged with initiating bold administrative changes to address the legislation. With the number of leadership theories and models, researchers have become interested in studying those to determine which might bring forth the most significant results for leading such change. Due to the lack of highly qualified administrators and the increasing demands for administrators, Bush, O’Brien & Spangler (2005) studied a program, the Southern Tier Leadership Academy, a collaborative of the New York Education Department. The study included three separate cohorts who completed an eight month program. Whereas, Somech (2005) chose to investigate directive and participative leadership approaches, and which would more significantly impact school effectiveness. Perhaps Somech’s reflect Scherer’s (2009, p.7) understandings as described in Educational Leadership, ‘broom-wielding leadership can indeed be beneficial’ as is putting advocates into positions of power and influence and building teams, both of which are seemingly contrasting opposites.
Building Leadership Capacity in Schools by Linda Lambert touched on a number of key ideas. Lambert provided examples from different schools, principals, and her experiences on obtaining and sustaining leadership capacity while developing her character. Lambert points out that to build leadership capacity in schools there should be participation by parents, students, and staff. Also these are the same characteristic as to becoming a great character in society. In this paper I will talk about the staff and there level of participation. Lambert points out that conversation with individuals about their roles as a leader should take place as individuals take on the task of leadership and character development. One key element in the text was the level of participation and degree of skillfulness for leadership capacity while trying to discover your character. Another element in the text that I found key was to break the dependency relationships on staff and the principal. As we work toward building leadership capacity and charcter, it will take time and time is a big factor on building leadership capacity because there are not enough hours in the day to get everything done that we would like to do without strategically planning leadership meetings.
Educational leadership researcher, Michael Fullan (2003, 2010), begins his argument of the “moral imperative” of school leaders with the assumption that selecting and supporting good leaders who can be critical in transforming the culture of schools. In fact, equity expert, Glenn Singleton (2015) agrees with Fullan’s premise of the moral imperative of school leaders being reducing educational gaps—hence equity. In the following statement, Fullan (2003) defines the moral purpose of schools:
Thomas Sergiovanni (2015) describes three essential dimensions of leadership as “the heart, head, and hand of leadership.” The heart describes those characteristics within the school leader that reflect personal “beliefs, values, and dreams.” The head of leadership refers to the practice of teaching and educating. The hand of leadership reflects actions taken by school leaders with respect to management behaviors. (p. 5) Within these elements, there is room for personal choice in how leadership is practiced and it is incumbent on new principals to find an individual leadership style that responds to the uniqueness of each school.
Teachers should follow and refer to a code of ethics to help teach in the most appropriate and ethical way; as well as a guide to help deal with dilemmas.
With the proper guidance and support, teachers can achieve academic excellence in the classroom. They follow their principal’s vision and share their goals. Teachers also serve as leaders in their classroom. They share their vision and goals with their students promoting positive attitudes in the classroom. Just like it is important for principals to respect and understand what their teachers need, students also need the support, understanding, respect and empathy from their teachers. When teachers demonstrate commitment in the classroom and set high expectations they raise the level of learning in the classroom. Teachers that work with the students and their parents to understand and meet their needs will achieve positive academic outcomes. Students engage in learning with positive attitudes and strive for high achievements. Teachers work together with their leaders to improve their teaching