“This is a book that should set off needed conversations in every school and classroom and school board meeting—and the dinner table. Sometimes I wanted to quarrel with the authors, and that's part of its genius. It always managed to provoke me to think and to engage with these dilemmas.”
—Deborah Meier, Senior Scholar and Adjunct Professor
New York University
“The Mackenzies show us how to recognize moral dilemmas, employ guidelines for addressing them, and teach us how to resolve them on our own. A gift to educators, the educational profession, and to all who would behave ethically and professionally within it.”
—Roland Barth, Educational Consultant
Guidance for navigating the ethical dilemmas that teachers face!
Teachers deal with ethical issues on a regular basis, from confidentiality regarding student information to discipline to communication. As moral exemplars, educators need guidance for handling such challenges. Written by an educator and a national authority on ethics, this professional development resource helps educators confront and resolve ethical questions.
Featuring richly detailed, real-life case studies, this volume outlines the intricate relationship between ethical propriety and school success. Chapters focus on: The role of teachers in developing, sharing, and implementing ethical policies for their schools; Four guiding principles—the Rule of Publicity, the Rule of Universality, the Rule of Benevolence, and the Golden Rule—for developing ethical approaches and practices; Relationships between teachers and students, colleagues, supervisors, parents, taxpayers, and other stakeholders
Now What? Confronting and Resolving Ethical Questions is a crucial tool for ensuring equality of opportunity and a quality learning environment for all involved in the educational process.
Chapter 9: Power and Authority: Teachers and Their Principals
Power and Authority: Teachers and Their Principals
Potential pitfalls inhabit every work relationship where one person supervises—essentially has power over—another. The person in power might ask subordinates to do something that they think is inappropriate, wrong, or unethical. A subordinate may observe behavior on the part of the person in power which he or she believes to be wrong or unethical. Or subordinates may act in ways that undermine the legitimate authority and effective leadership of the person in power (Blase & Blase, 2002).
Bureaucratic organizations rely on a hierarchy of authority for coordination and control, whereas professional organizations rely on trust in the expertise of the professionals to exercise discretion in responding to the needs of clients. Schools are ...