Case Study 3—Decision Making —Managing a School Crisis.docx

Case Study 3—Decision Making —Managing a School Crisis
Context
Facing a crisis in the school, the principal must make decisions that will impact the students and the school staff. Prior
actions and decisions come into play and influence how the principal will deal with the situation.
Background
The current principal of Chutney High School has three-year’s experience. This is an urban school of 750 students. The
principal demonstrates strong instructional leadership skills and has worked as an educational consultant in various
environments for fifteen years. The principal has a clearly focused approach to education and has started leading the
school team in this direction. The principal has committed to seeing staff succeed and grow professionally and has
introduced professional learning communities (PLCs). The school staff has started showing interest and openness to the
professional conversation approach. A climate of trust between and among most staff and the principal is beginning to
emerge. The principal understands that change is slow and incremental and provides strong support to staff. The
principal demonstrates a high level of emotional intelligence with students, parents and staff alike and is very much
present within the school community. The principal is actively involved in the community as a member of the Optimist
Club and is a model of community leadership.
The principal finds it difficult to strike a proper work-life balance. His children are in university, therefore leaving lots of
free time to invest in the school. Long hours are spent at school during the week as well as on weekends. The principal
prefers working alone and avoids delegating and distributing leadership. He is able to recognize the accomplishments of