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Case Study and Discussion on Ethics

O ow have your studies strengthened your understanding oI this outcome?


In a previous course, there was a scenario about Principal Nick Furtoski. e is Iaced
with several issues oI integrity, Iairness, and ethics in the scenario. Mr. Furtoski voted in
Iavor oI the plagiarism policy at Newton igh School. This is a zero-tolerance policy
and does not leave room Ior discretion. The young woman accused oI violating this rule
had been a great student. She had outstanding academic and athletic skills and was the
Iirst student Irom the school who met the requirements to attend a military academy. The
principal knew the student`s Iamily. Ms. Durnitz, the English teacher, expected the
leader to Iollow and enIorce the no plagiarism policy. The superintendent did not want
this situation to create negative publicity in the community. Principal Furtoski wanted to
give the student the beneIit oI the doubt, and he believed that she did not know writing
the same inIormation Iound on the web site is considered cheating. The principal wanted
to support the teacher, enIorce the policy, and please the school board as well as
community members. e knew that the school`s policy had a clear rule and
consequences about plagiarizing. Mr. Furtoski did not want to prevent the student Irom
graduating on time and attending the military academy. e also wanted to please the
school board, Iamily, and community. The teacher and the teachers` union did not want
to reach a compromise. Principal Furtoski had to decide what was best Ior the majority
oI the involved parties. e stated that the student should receive a zero and the school
leader enIorced the plagiarism policy.

O ow do Specialization Outcome 6 and ELLC Standard 5 align?
Specialization Outcome 6 and ELLC Standard 5 Iocus on administrators using ethical
decision-making to lead schools through the process oI improving student achievement.
School leaders with high morals and elite values expect the best Irom their staII. igh
expectations have a positive inIluence on student perIormance. Improvement is likely to
occur when stakeholders agree on the vision that an administrator stewards. The school
leader serves as a Iacilitator to implement change. Partnerships with parents and other
members oI the community are valuable resources Ior a school. Stakeholders should
participate in the process oI developing and implementing strategies to enhance student
achievement. When developing a strategy to improve instruction and student learning,
the school leader should consider staII interactions and methods to maintain a team
concept.

O What reIerences support your new understanding oI this outcome? (Please provide an
annotated bibliography Ior any books and articles reIerenced within your post. You may
use the Developing an Annotated Bibliography document to guide your work.)
Kowalski, Theodore. (2008). Case Studies on Educational Administration. Boston, MA:
Pearson.
Kowalski wrote about a variety oI scenarios that administrators might encounter. School
leaders in elementary and secondary settings must reIer to an ethical code when making
some decisions that do not have black and white answers. Administrators Iollow policies
and procedures while applying their values and morals to personalize decisions. The text
provides vignettes and questions that require learners to process and respond to the
situations.
Wilmore, E. L. (2002). Principal leadership. applying the new educational leadership
constituent council (ELCC) standards. Thousand Oaks, CA: Corwin Press.
The author explained that administrators should have high standards Ior integrity,
Iairness, and ethics. School leaders create an environment that Iacilitates change.
Administrators who exhibit legal and ethical behavior have a greater chance oI
convincing staII and other stakeholders to participate in activities that promote the school
vision. A vision statement assists stakeholders with outlining a plan to accomplish the
school`s mission. Institutions should use a collaborative process to apply data based
decision making when school staII, Iamilies, and community members create a school
vision (Wilmore, 2002, p. 21).
O What areas within this outcome would you still like to learn, practice, or experience?
I am learning to consider all oI the Iactors that inIluence a leader`s decision. I realize that
there are diIIerent approaches to leadership; I will continue to think about how my style
aIIects my perception oI a situation. I must learn to view situations Irom diIIerent angles
and consider all parts oI a system and how the parts work together to Iorm the whole.
O What artiIacts or evidence have you gathered to demonstrate accomplishment or
competency oI this specialization outcome?
Research reIerences, journal logs, Ieedback Irom my site supervisor, and personal
reIlections are artiIacts that will demonstrate my competency oI this specialization
outcome.



ReIerences
Kowalski, Theodore. (2008). Case Studies on Educational Administration. Boston, MA:
Pearson.
Wilmore, E. L. (2002). Principal leadership. applying the new educational leadership
constituent council (ELCC) standards. Thousand Oaks, CA: Corwin Press.