Educational leaders not only face moral and ethical decisions regarding their classrooms, schools, districts, and education institutions, but they also must consider the complexities and threats that impact their communities. In this unstable era of war, terrorism, natural disasters, accountability, and high stakes testing, this process is particularly daunting. Ethical Educational Leadership in Turbulent Times is an engaging, case-study based text that will assist leaders in their ethical decision-making processes during a time of turbulence and uncertainty. The book is framed by Gross’s Turbulence Theory and Shapiro and Stefkovich’s Multiple Ethical Paradigms of justice, critique, care, and the profession. Presenting clear explanations of theory in combination with authentic dilemmas developed by practitioners, this book will assist leaders in dealing with challenging situations in their own settings.
New in the Second Edition:
- Expanded discussion of Turbulence Theory and addition of the most recent scholarship in the field of ethical leadership.
- New cases addressing adequate yearly progress, misuse of student data, financial pressures, curriculum design, student safety, athletics, and social justice issues.
- Updated end-of-case questions to reflect contemporary issues.
Ethical Educational Leadership in Turbulent Times is a valuable book for both aspiring and practicing educational administrators and leaders.
Table of Contents
Part One UNDERSTANDING THE THEORETICAL FRAMEWORK
1 Overview of the Book
Case contributed by Noelle Jacquelin
2 The Multiple Ethical Paradigms
3 Turbulence Theory
Part Two (RE)SOLVING ETHICAL DILEMMAS
4 Security versus Civil Liberties
Cases contributed by Susan H. Shapiro, Kelly D. Harbaugh, Mary M. Figura, Lisa Marie Waller, Sandy M. Homel and Janet M. May
5 Power versus Accommodation in Curriculum, Instruction, and Assessment
Cases contributed by Stacey L. Aronow, James M. O’Connor, Robert J. Murphy, Corrinne A. Caldwell, Marc Brasof and Edward L. Myers
6 Accountability versus Responsibility
Cases contributed by Rita M. Becker, Cynthia L. Renehan, Troy L. Wiestling, Kendall L. Glouner. James Konrad and Carol A. Lopez
7 Community Standards versus Individual Rights
Cases contributed by Melissa Sterba, Christopher J. Lake, Shaun Little, Ellen Henderson Brown, Tamika C. Harvey and Karen R. Nell
8 Equality versus Equity
Cases contributed by Albert F. Catarro, Jr., Jamie R. Shuda, W. Douglas Zander, Yvonnette J. Marshall, Willette Jones and Kristen R. Quirk
9 Personal Vision versus Authority
Cases contributed by Terry M. McDonald, Alison J. Staplin, Maureen F. Linton, Emily L. Gross, Eric Waters and Guang Yang
10 Rules, Regulations, and Policies versus Individual Needs and Concerns in Student Teaching
Cases contributed by David X. Fitt, Joseph P. DuCette, and Sara M. Becker
Joan Poliner Shapiro is Professor of Educational Leadership at the College of Education, Temple University, USA.
Steven Jay Gross is Professor of Educational Leadership at the College of Education, Temple University, USA.
Praise for prior edition: "This text appeals to aspiring and practicing administrators and provides the essential elements for examining critical issues in educational leadership…This book could be used at the graduate level as a supplemental text in leadership theory courses or as a required text in seminars on ethical leadership."--Education Review, June 2010
"The second edition of this text joins the ideas of turbulence theory with the ethical paradigms of caring, critique, and profession. The unique blend of these concepts is enhanced through the practical realities explored in the multiple cases presented in the text, adding to the overall effectiveness of this volume."
- Michael E. Dantley, Professor and Chair, Department of Educational Leadership, School of Education, Health and Society, Miami University
"Shapiro and Gross hit the mark with Ethical Educational Leadership in Turbulent Times. We must teach aspiring leaders to make ethical decisions, and these authors give leaders tools for assessing the level of turbulence when making a decision, taking decision-making to a higher level.
- Barbara J. Erwin, Clinical Associate Professor and Executive Director of the Indiana University Public School Partnershare, Indiana University