School Leadership Ethics
Case study analysis for case study 9: The New Photocopier and case study 10: How Safe is the school? From the book, Thd principal by Gerald Ubben, Larry Hughes and Cynthia Norris
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School Leadership Ethics
Ethical Decision-Making in Resource Allocation
In Case Study 9: The New Photocopier, the principal faces a dilemma about how to allocate limited resources. Teachers want updated tools, but the budget is tight. Ethical leadership means weighing fairness, long-term value, and student benefit. The principal must consider who benefits most and whether alternative funding or sharing strategies could help resolve tension.
Prioritizing Safety and Well-Being
In Case Study 10: How Safe is the School?, concerns arise about student safety. The principal is challenged to evaluate threats, listen to complaints, and take action. School leadership ethics demand a proactive approach—acting before harm occurs. Creating a safe space is essential, even if it means confronting uncomfortable truths or implementing costly changes.
Balancing Staff and Student Needs
Principals often juggle competing interests—teachers seek support, students need protection, and parents expect transparency. These case studies show that ethical leadership requires empathy and communication. Leaders must engage stakeholders in dialogue and base decisions on values, not convenience. The process should be as fair as the outcome.
Leadership in Action
Both cases emphasize the importance of action-oriented leadership. Ethical school leaders gather information, consult their teams, and make difficult calls. Whether it’s budgeting for equipment or responding to safety concerns, decisions should be documented, shared openly, and revisited regularly. Ethical leadership builds trust, which strengthens the school community.
