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Leadership In The Learning Community Essay

Operating a school and being responsible for the day-to-day operations is a job that belongs to a special kind of person. Having an open-door policy is good, but principals who want to get out and interact with their students and staff might find their hands tied because they simply have too much to do. They will not have the chance to get out into the hallways as much as they would like to, and that can leave them frustrated. Principals also face obstacles when they try to befriend their staff and students, because there are rules for interaction that must be followed. It would be inappropriate for the principal to date a teacher, for example, and principals have to be careful about touching students, even if they are trying to console or comfort. Society requires principals to be very careful what they say and do, and that can get in the way of a principal trying to do his job and show students and staff that he cares. Finding a balance is difficult for principals, because they want to get along with their students and staff, but at the same time they are the ones...

Long hours and frustration with things like budget issues can cause some principals to retreat to their office, become distracted and inwardly-focused, and avoid the interaction with others in the school that is important to the workings of an organization. To keep the school moving forward and succeeding takes a team effort, and principals who show that they are part of the team earn the respect of teachers, support staff, and students much more easily than principals who are too focused on the disciplinary side of leadership and appear to lack the understanding that school can also be fun. The less like work a principal makes things while still accomplishing goals, the more will get done overall - and the more fun it will be.
References

Yammarino, F.J., & Bass, B.M. (1990). Transformational leadership and multiple levels of analysis. Human Relations, 43(10), 975-995.

Yukl, G. (1989). Leadership in organizations (4th Ed.). Upper Saddle River, NJ: Prentice-Hall.

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References

Yammarino, F.J., & Bass, B.M. (1990). Transformational leadership and multiple levels of analysis. Human Relations, 43(10), 975-995.

Yukl, G. (1989). Leadership in organizations (4th Ed.). Upper Saddle River, NJ: Prentice-Hall.
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