Leadership Lens
Leadership is a highly complex process that can be approached in a myriad of ways or lenses. The models adopted in solving leadership dilemmas are referred to as leadership lenses. Typically, a dilemma is an issue that has no definite or obvious solution. In this accord, it is imperative that a manager engages in a lengthy and comprehensive analysis of the evidence availed in a bid to determine an appropriate course of action. As a means of determining an appropriate solution for the case that will be discussed in this paper, the managerial dilemma will be approached from both the stances advanced by the managerial leadership theory and the democratic leadership theory.
Principally, the democratic leadership paradigm posits that educational institutions are responsible for grooming students into responsible citizens (Meier, 2011). As a result, teaching and demonstrating the importance of democracy to the student’s population is crucial in shaping their demeanor and transforming them into full-fledged citizens. On the other hand, the managerial leadership lens affirms that a manager is tasked with the duty to plan, organize, lead, and control an organization (Williams, 2012). In the context of an educational institution, the principal is expected to perform all the aforementioned functions.
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Resources Used
The case dilemma was viewed from the lenses presented by the following sources:
Bolman, L. G. & Deal, T. E. (2008). Reframing organizations: Artistry, choice, and leadership. San Francisco: Jossey-Bass.
Hoy, W.K., & Miskel, C.G. (2012). Educational administration: Theory, research, and practice (9th ed.). New York: McGraw-Hill.
Morgan, G. (2006). Images of organization. Thousand Oaks, CA: Sage Publications.
Name of the Case and Page Numbers
The case reviewed in this paper is “A Matter of Honor” on page 65-73.
Summary of the Case
The case presents a scenario in which the community is actively involved in the activities that occur in a school, thus, complicating the decision making process. The case demystified how the managerial decision-making process is subject to the influence of personal values, the political context, and emotions. In general, the case study shows the nature of managerial dilemmas that emerge when a principal is torn between protecting the school’s interests and the autonomy of teachers.
The case presents a scenario in which a popular student, Sheila, in her senior year of high school, is accused of plagiarizing an article published in a magazine. It is indisputable that the content in the paper presented in the fulfillment of the English course mirrors the content in the article, but the student claims that his decision to convey similar ideas was underpinned by the fact that he did not know that doing so is a violation of the school district’s policy. The teacher, Janice Durnitz, invokes the school district policy in addressing the problem. The principal, Mr. Furtoski, is hesitant to enforce the stringent policy on plagiarism because of Sheila’ previous exemplary academic performance and reputation. Sheila is the first African American student at Newton High School to be accorded an appointment into the national military academy. Moreover, she possesses an untarnished academic record, and she is a holder of numerous athletic awards. Therefore, all her achievements and previous demeanor come into context in informing the mannerism in which her violation of the plagiarism policy is handled.
The case was also defined by the fact that giving the student a failing grade in the English class would almost guarantee the annulling of her admission to the military academy. An outcome that is most likely to be opposed by the new Mayor, who has not been shy from openly demonstrating his adoration of Sheila, Sheila’s parents, and other parents that will perceive the intervention as being unnecessarily strict. Ultimately, the principal can make informed recommendations to the board after rigorously examining the case from both the democratic leadership perspective and the managerial leadership theory.
Strengths and Weaknesses of the Managerial Leadership Theory
The managerial leadership theory states that great managers are sometimes compelled to focus less on the bottom line and more on the people they manage. The primary obligation of a manager is to make sure the people under his or her stewardship are catered for (Williams, 2012). A manager is expected to harmonize external and internal factors in the decision-making process. Also, a manager ought to understand that the school has an impact on the society, and the influences of the society filter into the school. Therefore, the two entities are interdependent.
In the context of the presented case, it is imperative that the principal stay liberal and examines that impact of the decision to enforce the school district policy on plagiarism versus overlooking the policy on the basis that the student was oblivious of the fact that lifting ideas from a preexistent publication without giving credit to the original author is an offense. Although Mr. Furtoski has a responsibility to his members of staff, he is expected to be a custodian, committed to the preservation of the wellness of the student’s population. Therefore, the Principal must understand that failing Sheila has far-reaching ramification on her future academic endeavors. Since Sheila’s previous academic performance shows that she is intelligent and above average student, it is likely that she did not intentionally plagiarize her English assignment. Also, her academic performance and athletic excellence portray Sheila as a hardworking student, who will not take an easy way out. Therefore, Sheila’s argument that she did not knowingly plagiarize her paper is valid. Thus, more lenient punishments should be invoked.
The strengths of the managerial approach stem from the fact that a manager is expected to look at a holistic picture, which encompasses the cause of the violation and the potential consequences of administering the recommended punishment (Williams, 2012). The managerial leadership lens is ideal in solving the dilemma since it weights the benefits of the proposed solutions against its adverse ramifications. Wholesomely, the managerial leadership theory elucidates that although failing the student is what is recommended by the union and the English teacher, the student unknowingly committed plagiarism and does not deserve such a harsh penalty. As a result, taking the student’s ignorance and past academic performance into account, the managerial leadership theory advocates for a lesser punishment that will not tarnish the student’s academic and professional future.
The weakness of the model is that Mr. Furtoski will be compelled to overlook a policy that he took part in formulating. Moreover, the principal will be disregarding the recommendation of the subject teacher and the course of action suggested by the union. Hence, the principal’s decision to give Sheila a passing grade will portray him in a negative light.
Strengths and Weaknesses of the Democratic Leadership Theory
The democratic leadership model expects a principal to lead in a manner that mirrors the principals of leadership as applied in the society at large (Meier, 2011). Therefore, the strength of the approach is based on the fact that the course of action that will be taken on Sheila’s case will be the one recommended by the majority. The union unanimously agreed that Sheila should be given a failing grade, and that is what the principal will be obliged to do in accordance with the democratic leadership theory. Therefore, the model will guarantee the happiness of the majorities.
The weakness of the theory emanates from the fact that the majority is not always right. However, due to the pressure of the majorities, the principal may be compelled to make a decision that he does not believe in.
In conclusion, various leadership theories tend to perceive situations differently. While the managerial leadership theory calls for an in-depth examination of the benefits and adverse outcomes of a decision, the democratic leadership theory compels the principle to follow the will of the majorities. In the presented case, the managerial leadership theory will be more appropriate in solving the plagiarism dilemma.
References
Meier, D. (2011). What's Democracy Got to Do with Teaching?. Kappa Delta Pi Record , 47 (sup1), 19-21.
Williams, C. (2012). MGMT5: Principles of management . New York: Cengage Learning.
